INDEX

Chapter
Title Page No.
No.
I Introduction
1.1 Introduction
1.2 Statement of the Problem
1.3 Scope of the Study
1.4 Need for the Study
1.5 Objectives of the Study
1.6 Limitations of the Study
II Review of Literature
III Organization Profile
3.1 Industry Profile
3.2 Company Profile
IV Research Methodology
V Data Analysis & Interpretations

VI Summary of Findings, Suggestions and Conclusion

6.1 Summary of Findings

6.2 Suggestions
6.3 Conclusion
Questionnaire
 List Of Tables
S. No Title Page No

1 Reason for Choosing SRM Hospital

2 Experience Level
3 Qualification Distribution
4 Age Group
5 Accommodation Type
6 Interview Mode
7 Gender Distribution
8 Learning Mode Preferences

9 Satisfaction with Recruitment Process

10 Induction/Onboarding Rating

11 HR Support Level

12 Recruitment Timeline Duration

13 Job Role Distribution

14 Willingness to Recommend SRM Hospital

15 Preferred Departments
16 Mentor/Preceptor Rating
17 Hands-on Training Level
18 Role Clarity

19 Fairness/Transparency in Recruitment

20 Utilization of Qualifications
21 Suggested Improvements
22 Combined Analytical Tables
 List Of Charts
S. No Title Page No

Why did you choose SRM Medical

1
College Hospital and Research Centre?

2 Experience Level
3 Qualification Distribution
4 Age Group Distribution
5 Accommodation Type
6 Interview Mode
7 Gender Distribution
8 Preferred Learning Mode

9 Satisfaction with Recruitment Process

10 Induction/Onboarding Program Rating

11 HR Support Level
12 Recruitment Timeline
13 Job Role Distribution

14 Willingness to Recommend SRM Hospital

15 Preferred Departments

16 Mentor/Preceptor System Rating

17 Hands-on Training Received

18 Clarity of Roles and Responsibilities

Fairness and Transparency in

19
Recruitment

20 Utilization of Qualifications in Job Roles

Suggested Improvements for

21
Recruitment/Onboarding
Abstract

Recruitment and orientation are fundamental processes that directly influence the
quality of healthcare delivery, especially in hospital environments where staff
competence significantly impacts patient outcomes. This report focuses on the
recruitment and induction procedures for staff nurses at SRM Medical College Hospital
and Research Centre, a multidisciplinary institution known for its structured human
resource practices.

The recruitment process begins with a multi-stage evaluation, including an initial HR

screening followed by comprehensive technical assessments—both written and oral—
to evaluate theoretical knowledge, clinical skills, and interpersonal abilities. Selected
candidates then undergo a detailed induction program that includes certificate and
background verification, medical examinations, and the issuance of ERP credentials for
internal hospital systems access.

A key part of the onboarding process is the induction course, which familiarizes new
hires with the hospital’s mission, policies, and essential clinical protocols. This ensures
that new nurses are adequately prepared to meet professional expectations and adapt
to the hospital’s [Link] report aims to analyze each component of the recruitment
and induction process, assess employee experiences through survey-based feedback,
and identify opportunities for improvement. Strengthening these processes contributes
to enhanced employee satisfaction, reduced attrition, and ultimately better patient care
outcomes.

1
[Link]

2
1.1. Introduction

A recruitment and orientation process is crucial for ensuring high standards of health care
delivery, particularly in hospitals where staff performance has a direct impact on patient
outcomes. At a multi-disciplinary hospital such as SRM Medical College Hospital and
Research Centre, the recruitment and orientation of staff nurses are done through a
structured and systematic process to identify qualified candidates and their integration into
the hospital setup.

The hiring process for staff nurses starts with the HR round, which is the initial screening
stage. In this round, candidates are screened for overall eligibility, communication skills, and
general suitability for the institution. Those who pass the HR round go on to the technical
round, which has both written and oral tests. The written test checks theoretical knowledge,
such as nursing principles, patient care, and clinical procedures. The verbal evaluation,
usually performed by department heads or senior nursing staff, also tests the candidate's
interpersonal skills, practical knowledge, and clinical judgment.

After the selection of appropriate candidates, the induction process is started to officially
induct them into the hospital system. This starts with certificate verification, where all
educational and professional certificates are carefully verified to ascertain authenticity and
conformity with institutional standards. A background verification is then conducted to verify
the candidate's past employment history and to eliminate any discrepancies. Upon
confirmation, the new nurses are issued an ERP login that allows them access to the
scheduling, patient management, and communication internal systems of the hospital.

A compulsory medical examination is done to evaluate the physical and mental capability of
the candidates to enable them to cope with the requirements of the nursing profession. Last
but not least, the new employees are enrolled in an induction course, during which they learn
about the mission, vision, policies, code of conduct, infection control, and emergency
procedures of the hospital. This orientation program is very important in assisting new nurses
to transition into the hospital culture and prepares them for their clinical duties.

This report seeks to examine and analyze every step of the recruitment and induction process
in depth, finding the strengths and areas for improvement. An organized and transparent
hiring process not only improves employee satisfaction and retention but also has a direct
impact on the overall quality of patient care provided by the hospital.

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1.2 Objective of the Study

➢ To analyse the structured steps involved in the recruitment process, including the HR
round and technical assessments (written and verbal).
➢ understand the criteria used for evaluating candidates' eligibility, clinical knowledge,
communication skills, and professional suitability.
➢ To study the onboarding process, including certificate verification, background
verification, ERP login generation, medical check-up, and induction training.
➢ To assess how effectively the onboarding process facilitates the smooth transition of
newly recruited nurses into the hospital environment.
➢ To identify strengths and gaps in the current recruitment and onboarding practices.
➢ To recommend strategies for enhancing the efficiency, transparency, and effectiveness
of these processes in order to improve staff satisfaction and patient care outcomes.
➢ To evaluate the role of induction programs in familiarizing new nurses with hospital
protocols, work culture, and clinical responsibilities.
➢ To determine the impact of a well-structured recruitment and onboarding process on
staff retention, job performance, and overall hospital service quality.

1.3 Importance of the Study

➢ The study highlights the critical role of a well-organized recruitment and orientation
process in maintaining high standards of healthcare delivery, especially in institutions
where nursing staff directly influence patient care and recovery.

➢ It emphasizes how systematic hiring ensures that only qualified and competent staff
nurses are selected, which in turn enhances the safety, efficiency, and effectiveness
of hospital services.

➢ By examining the recruitment stages such as HR and technical rounds, the study
showcases how candidate evaluation is aligned with the hospital’s expectations for
clinical knowledge and communication skills.

➢ The onboarding process—including certificate verification, background checks, ERP

system access, and medical examination—demonstrates the institution’s commitment
to regulatory compliance and operational readiness.

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 ➢ The study also underscores the importance of induction programs in helping new
nurses adapt quickly to hospital protocols, culture, and clinical responsibilities,
reducing errors and improving job confidence.

➢ Understanding the current process provides valuable insights into potential gaps or
inefficiencies, which can be addressed to further improve staff integration and patient
care quality.

➢ Overall, this study serves as a useful resource for hospital administrators, HR

departments, and nursing educators to enhance their recruitment strategies and
onboarding frameworks for nursing professionals.

1.4 Organizational Structure:

1. Hospital Administration
Dean / Medical Director
The Dean or Medical Director is the highest authority figure in the hospital administrative
structure. He is answerable for ensuring that all departments function smoothly,
including managing human resources policies. All important decisions, like recruitment
strategy, staff needs, and allocation of resources, need their approval. Their guidance
ensures hospital goals and healthcare regulations are met with recruitment aligned.

2. Human Resources Department

HR Manager
The HR Manager oversees the entire selection and recruitment process. They
establish eligibility criteria, agree on interview panels, and specify timelines for
recruitments. The manager also facilitates a link between various departments—
particularly Nursing and Medical units—so that their recruitment needs are efficiently
and professionally fulfilled.

HR Executives / Recruiters
These members of the team manage the initial stages of the recruitment process. They
perform the first interview round, popularly referred to as the HR round, during which
they evaluate candidates' communication skills, attitude, and cultural alignment. They
also gather, authenticate, and arrange necessary documents such as educational
certificates, experience letters, and identity proofs.

3. Nursing Department
Chief Nursing Officer (CNO)

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The CNO sits at the summit of nursing staffing and workforce planning. Approval for all
nurses they hire is obligatory. They have an active involvement in the framing of policies
of patient care, shifts, and nursing best practice too.
These are experts who direct the technical testing of nursing candidates. They
undertake oral examinations and examine practical knowledge, such as patient
handling, general clinical procedures, and adherence to safety rules. Their opinion plays
a major role in identifying qualified and skilled nursing personnel.

Nursing Educators / Trainers

Following recruitment, these teachers take care of training and orienting new nurses.
They instruct them in hospital policies, standard operating procedures (SOPs), infection
control protocols, and patient care guidelines. Their work guarantees that new
employees are properly equipped for practical tasks.

4. Technical Assessment Team

Subject Matter Experts (SMEs) / Department Heads
These professionals design and evaluate written or practical examinations to test clinical
and theoretical knowledge. Their testing determines if a candidate has the specialized
competencies for employment in departments such as ICU, Emergency, or Surgery.
They assure the technical level of healthcare personnel.

5. IT Department
ERP Administrator
This person is in charge of enrolling new employees into the hospital's computer
systems. They establish login IDs and train employees on hospital management
software, electronic documentation, patient record systems, and other computer
applications used in daily operations.

6. Medical Services / Occupational Health Unit

Hospital Physician / Occupational Health Doctor
Each new recruit is put through a pre-employment medical check-up by this
department. The doctor evaluates physical and mental fitness, as well as that the
candidate is free of communicable diseases. Only medical-fit candidates are cleared
for recruitment.

7. Background Verification Unit (In-house or Outsourced)

Verification Officer
This officer authenticates the candidate's previous work history records, educational
qualifications, and personal recommendations. This ensures anti-fraud, legal
compliance, and the creation of a reliable workforce.

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1.5 Scope of the Study
➢ This study focuses on the recruitment and orientation (induction) process of
staff nurses at SRM Medical College Hospital and Research Centre.
➢ It includes a detailed examination of the hiring stages, such as:
o HR screening for eligibility, communication, and general suitability.
o Technical assessments, including written and oral evaluations of nursing
knowledge and clinical skills.
➢ The study explores the orientation (onboarding) process, which involves:
o Certificate verification to confirm academic and professional credentials.
o Background verification of past employment history.
o ERP login creation for accessing hospital systems.
o Medical check-up to assess physical and mental fitness.
o Induction training covering hospital policies, code of conduct, emergency
protocols, and institutional values.
➢ The scope is limited to staff nurses and does not include other categories of
employees (doctors, administrative, or technical staff).
➢ It aims to assess how the recruitment and orientation processes contribute to the
successful integration of nurses into the hospital system.
➢ The study also aims to identify best practices, gaps, and areas for improvement
within the current process.
➢ Finally, it evaluates the impact of these processes on employee performance,
satisfaction, retention, and quality of patient care.

1.6 LIMITATIONS OF THE STUDY:

➢ The study is limited to SRM Medical College Hospital & Research

Centre, and findings may not be fully applicable to other healthcare
institutions.
➢ Recruitment effectiveness can be influenced by external factors, such
as labour market conditions, industry competition, and government
regulations.
➢ The study primarily focuses on hiring and initial onboarding and does
not extensively cover long-term career progression and employee
performance.
➢ Self-reported data from HR professionals and employees may
introduce biases or inaccuracies.
➢ The effectiveness of recruitment strategies may vary across different
departments, job roles, and experience levels.
➢ The impact of monetary and non-monetary benefits on employee
retention is not the primary focus of the study.
➢ The study is conducted within a specific timeframe, which may not
capture the long-term impact of recruitment practices

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1.7 Period of the Study

The period of study for the project was six weeks, commencing on April 1st and
concluding on May 14th.

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 Chapter II

Review of Literature

9
2.1 Review of Literature

J. M. Davis and R. W. Young (2019) emphasizes the critical role of selection methods in

improving healthcare service delivery. It explores how selecting the right candidates,

especially for patient care and clinical decision-making roles, enhances patient outcomes and

operational efficiency in hospitals. The study reviews various selection tools, including

structured interviews, competency-based assessments, and situational judgment tests,

highlighting their effectiveness in evaluating both technical and interpersonal skills, such as

emotional intelligence and teamwork. It also addresses the challenges faced by healthcare

organizations, like staff shortages and high turnover, and advocates for evidence-based

selection practices that align with organizational values and culture. The paper stresses the

importance of continuously adapting selection methods to meet the evolving needs of

healthcare systems, particularly in response to emerging health crises, and underscores the

long-term benefits, such as improved retention, reduced recruitment costs, and enhanced

patient satisfaction, demonstrating the link between strategic selection processes and overall

healthcare success.

L. M. Green and T. W. Harris (2018) emphasizes the critical role of employee placement In

healthcare delivery. It highlights that placing healthcare professionals in roles that align with

their qualifications and skill sets leads to higher efficiency in patient care and significantly

reduces operational errors in hospitals. Proper placement enhances not only employee

performance but also job satisfaction, as individuals are positioned in roles that match their

competencies, leading to increased engagement and lower turnover rates. The study

underscores that strategic placement is essential for optimizing healthcare delivery, ensuring

that staff are well-equipped to meet patient needs, and ultimately improving overall hospital

performance.

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Sisay Siraj Ayana, Tesfamichael Alaro, and Feyera Gebissa (2020) investigates the

importance of induction and orientation programs in public hospitals and their effects on

healthcare worker performance and job satisfaction. The research highlights that effective

induction processes help employees adjust to their roles faster, increase job satisfaction, and

improve their overall performance. This is consistent with findings from Saxena, who

emphasize the positive impact of structured induction on employee engagement and

satisfaction. Similarly, Parsons and Vamvakas et al. argue that well-designed orientation

programs in healthcare settings reduce errors, improve team cohesion, and enhance patient

care. In resource-limited settings like Oromia, induction programs play an essential role in

ensuring that healthcare workers are well- prepared to face the unique challenges of their

roles, leading to better retention and performance. The study further stresses that providing

proper support during induction can significantly reduce turnover rates and improve overall

healthcare delivery, which is particularly important in regions facing healthcare workforce

shortages.

Kumar (2022) emphasizes that the U.S. healthcare system faces significant workforce

shortages, particularly in rural and underserved areas, requiring innovative recruitment

strategies. He highlights the effectiveness of utilizing job boards and online job search

engines to reach a broader audience and attract qualified candidates efficiently. Additionally,

leveraging employee referrals has proven beneficial, as structured referral programs

incentivize staff to recommend high-quality hires who are more likely to stay long-term.

Partnering with educational institutions is another key strategy, helping to create a pipeline of

future healthcare workers through training and internship opportunities. Moreover, offering

competitive compensation and benefits remains a crucial factor in making healthcare

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positions attractive to potential candidates. He also stresses the importance of focusing on

diversity and inclusion in recruitment, as this enhances patient care outcomes and broadens

the talent pool.

Kiper, Bektaş, and Tapan (2020) conducted a study examining the impact of efficient

recruitment and adaptation training on employee promotion within a private healthcare

organization’s campus program in Turkey. The research focused on the Campus Program,

an initiative designed to enhance the competencies of patient services personnel through

comprehensive orientation and training sessions. The program aimed to improve both

technical and personal skills, facilitating better patient interactions and service delivery.

Findings indicated that graduates of the Campus Program had a higher retention rate, with

86% remaining employed by the end of 2015, compared to a 22% turnover rate among non-

participants. Additionally, program graduates received fewer patient complaints and achieved

better competency exam results, underscoring the program’s effectiveness in promoting

employee development and satisfaction. The study concluded that structured recruitment and

training programs are instrumental in enhancing employee performance and organizational

commitment within the healthcare sector.

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 Chapter – III

Industry and Company profile

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3.1 INDUSTRY PROFILE:

SRM Medical College Hospital and Research Centre

Establishment: SRM Medical College Hospital and Research Centre is an integral part of SRM
Institute of Science and Technology, located in Kattankulathur, Tamil Nadu. Established with a
vision to provide world-class healthcare services and medical education, the hospital serves as a
hub for advanced medical practices, academic training, and research activities.

Type of Institution: The institution is a multi-specialty teaching hospital that also functions as
a medical education centre. It combines healthcare delivery with educational programs to train
future healthcare professionals, integrating academic excellence with clinical exposure.

Bed Capacity: The hospital has a capacity of over 1,200 beds, providing extensive inpatient and
outpatient services. It is equipped with modern infrastructure, advanced diagnostic tools, and
specialized units to cater to a wide range of medical conditions.

Departments: SRM Medical College Hospital houses more than 25 specialty departments
including General Medicine, General Surgery, Paediatrics, Cardiology, Neurology,
Orthopaedics, Gynaecology, Emergency Medicine, and others. Each department is staffed with
experienced professionals and equipped with state-of-the-art facilities.

Medical Education: The hospital offers undergraduate (MBBS), postgraduate (MD/MS), and
super-specialty medical courses. In addition, it provides education and training in Nursing, Allied
Health Sciences, and Paramedical disciplines. The curriculum emphasizes hands-on clinical
training and integration of theoretical knowledge with real-world healthcare practices.

Research Focus: SRM Medical College actively promotes clinical research and encourages
faculty and students to engage in academic publications. It maintains collaborative relationships
with national and international organizations, hosts medical conferences, continuing medical
education (CME) sessions, and symposiums to foster a research-driven environment.

Community Outreach: The hospital is committed to community service and frequently

organizes free medical camps, health awareness campaigns, and rural outreach programs. It
actively participates in government health initiatives and corporate social responsibility (CSR)
projects to extend healthcare to underserved populations.

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HR Department Role: The Human Resources department plays a vital role in recruiting both
clinical and non-clinical personnel. The recruitment process includes initial HR screening,
technical evaluations (written and oral), and final selection. The department also verifies the
authenticity of documents and coordinates background checks before issuing ERP logins and
scheduling medical fitness tests.

Onboarding Process: The onboarding process involves multiple stages such as document
verification, background screening, ERP system login creation, medical fitness examination, and
structured orientation programs. New hires are introduced to hospital policies, organizational
culture, emergency response protocols, and professional conduct standards.

Technology: The hospital uses an integrated ERP (Enterprise Resource Planning) system to
manage HR functions, payroll, employee scheduling, leave applications, and maintaining the
staff database. The system enhances transparency, streamlines administrative processes, and
supports efficient human resource management.

Workforce Development: SRM Medical College prioritizes continuous professional

development by organizing regular training programs, skill-building workshops, and seminars.
These initiatives are aimed at improving patient care quality, ensuring safety, and keeping staff
updated with the latest medical advancements.

Significance in the Healthcare Industry: As one of the leading private medical colleges in
Tamil Nadu, SRM Medical College is recognized for its academic rigor, advanced clinical
services, and commitment to societal well-being. It effectively combines quality education,
innovative healthcare practices, and meaningful community service, making it a prominent
player in India’s healthcare landscape.

3.1.1 Challenges in the Healthcare Industry

Rising Costs of Care: Healthcare costs are increasing at an alarming rate, placing significant
financial pressure on both patients and providers. This trend is especially problematic in regions
lacking universal healthcare, where affordability becomes a major barrier to access.

Workforce Shortages: There is a growing shortage of trained healthcare professionals,

including doctors, nurses, and technicians. This shortfall affects the quality and timeliness of
care, contributes to burnout among existing staff, and creates a stressful work environment.

15
Aging Population: The rising number of elderly individuals in the population introduces more
complex, chronic, and long-term medical needs. Managing these conditions requires substantial
healthcare resources, specialized care, and comprehensive planning.

Inequitable Access to Services: Healthcare disparities persist across geographic, economic, and
demographic lines. Rural areas, economically disadvantaged populations, and marginalized
groups often face significant obstacles in accessing timely and quality healthcare services.

Cybersecurity Risks: As healthcare systems become increasingly digitized, the risk of data
breaches and cyberattacks grows. Protecting sensitive patient information requires robust
cybersecurity infrastructure and continuous monitoring.

Regulatory Complexity: Healthcare institutions must navigate a maze of regulatory and

compliance requirements, which vary across regions and agencies. This complexity can lead to
administrative burdens, increased operational costs, and legal liabilities.

3.1.2 Opportunities in the Healthcare Industry

Telemedicine Expansion: The rise of telemedicine provides an opportunity to deliver healthcare

services remotely, especially in underserved and remote regions. It enhances convenience,
reduces infrastructure overhead, and increases access to specialists.

Personalized Medicine: Breakthroughs in genomics and artificial intelligence are enabling

personalized treatment plans tailored to individual genetic and clinical profiles. This can improve
treatment outcomes and minimize the trial-and-error approach in care delivery.

Health Tech Innovation: Technological advancements such as wearable health monitors,

mobile applications, and AI-based diagnostic tools are transforming healthcare by enabling real-
time data collection, early diagnosis, and proactive care.

Value-Based Care Models: The shift from volume-based to value-based care encourages
healthcare providers to focus on outcomes rather than procedures. This model promotes
efficiency, improves patient satisfaction, and aligns incentives with better health results.

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Global Health Collaboration: The post-pandemic era has seen increased international
cooperation in public health, including shared research, emergency preparedness, and
coordinated responses to global health threats.

Preventive Healthcare Emphasis: There is a growing focus on preventive care through public
health campaigns, vaccinations, lifestyle interventions, and early screenings. This shift aims to
reduce the burden of chronic diseases and lower long-term healthcare costs.

3.1.3 Outlook of the Healthcare Industry

AI and Automation Integration: Artificial intelligence is revolutionizing diagnostics,

treatment planning, and administrative functions. Robotic surgeries, automated billing, and AI-
assisted imaging are enhancing precision, reducing human error, and improving operational
efficiency.

Decentralized Care Ecosystems: Healthcare delivery is transitioning from centralized hospitals

to community-based and home-based settings. This decentralization increases patient comfort,
lowers costs, and enables continuous care.

Sustainable Healthcare Practices: Healthcare institutions are adopting eco-friendly practices

such as energy-efficient buildings, sustainable supply chains, and waste reduction to address
environmental impacts and climate change resilience.

Interoperable Data Systems: The integration of electronic health records (EHRs) across
institutions is enabling seamless data sharing, better clinical decision-making, and enhanced
patient experience through coordinated care.

Mental Health Prioritization: Mental health is being integrated into general healthcare
services, with more investments, trained professionals, and destigmatization efforts. This
approach supports holistic patient well-being.

Global Disease Surveillance Networks: Improved global surveillance systems allow for real-
time monitoring of infectious diseases, enabling swift public health responses and reducing the
risk of large-scale outbreaks.

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3.2 Company Profile:

[Link]

Name of the Institution

SRM Medical College Hospital and Research Centre (SRM MCHRC) is a premier
medical institution in Tamil Nadu, offering a blend of advanced healthcare services
and academic excellence. It serves as both a tertiary care teaching hospital and a
center for cutting-edge medical research.

Founder
Dr. T. R. Paarivendhar, also known as T. R. Pachamuthu, is the founder of SRM Medical
College Hospital and Research Centre. A visionary educationist and philanthropist, he
established the SRM Group in 1968 and serves as the Founder-Chancellor of SRM
Institute of Science and Technology (SRMIST). His dedication to expanding access to
quality education and healthcare led to the founding of SRM MCHRC in 2005. His
leadership has been instrumental in developing this institution into a beacon of medical
excellence.

Address
The institution is located at:
SRM Nagar, Potheri, Kattankulathur, Chengalpattu District, Tamil Nadu – 603203,
India. Strategically positioned near Chennai, the location supports both urban and
rural healthcare outreach and offers excellent connectivity and infrastructure for
medical education and research.

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Background of SRM Group
The SRM Group, under the leadership of Dr. Paarivendhar, emerged as a key player
in India’s private higher education sector by the late 1990s. Initially known for its
excellence in engineering, science, and management education, SRM expanded into
the field of medical education to address the growing need for qualified medical
professionals. This expansion marked a turning point in the Group’s commitment to
holistic education and public service, aligning closely with national healthcare goals.

Conceptualization of SRM MCH&RC

The institution was founded with three fundamental goals: to provide world-class
medical education, offer affordable and inclusive healthcare services, and foster
research and innovation in medical sciences. The integration of education, clinical
service, and research from the beginning has shaped SRM MCHRC into a
comprehensive healthcare and academic institution.

Strategic Location and Planning

Kattankulathur was selected as the site for SRM MCH&RC due to its logistical
advantages—being close to Chennai while also accessible to rural communities. The
campus was meticulously planned with modern infrastructure, including advanced
laboratories, lecture halls, hospital wards, operation theaters, and diagnostic facilities.
During the establishment phase, multidisciplinary experts collaborated to ensure
compliance with national and international medical education standards.

Established
SRM Medical College Hospital and Research Centre was officially established in
2005.

Affiliation
The institution is affiliated with the SRM Institute of Science and Technology (SRM
IST), a Deemed to be University recognized by the University Grants Commission
(UGC).

Type of Organization
SRM MCHRC operates as a Tertiary Care Teaching Hospital, an Academic &

19
Research Institution, and a Non-profit Private Sector entity. It combines clinical
service, education, and innovation in a unified ecosystem.

Vision
To be a world-class medical institution that delivers excellence in education,
healthcare, and research, guided by a spirit of innovation and social responsibility.

Mission

• To offer high-quality, patient-centric healthcare services.

• To educate and nurture healthcare professionals grounded in ethics,
knowledge, and clinical competence.
• To promote research that leads to meaningful contributions in medicine and
public health.

Key Services
SRM MCHRC provides a wide range of healthcare services including:

• 24x7 Emergency and Trauma Care

• Outpatient and Inpatient Services
• Critical Care Units: Including ICU, NICU, and SICU
• Diagnostic and Imaging Services: Equipped with state-of-the-art radiology
and pathology labs
• Pharmacy and Blood Bank Services
• Multi-specialty Clinical Departments offering advanced care across
disciplines

Academic Programs
The institution offers a comprehensive range of academic programs:

• Undergraduate: MBBS
• Postgraduate: MD, MS
• Super-Specialty Courses: DM, MCh
• Allied Health Sciences: Including Nursing, Physiotherapy, and other
paramedical programs, designed to support multidisciplinary healthcare delivery

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Research and Development
A dedicated Research Wing, supported by an Institutional Ethics Committee (IEC),
drives the research ecosystem at SRM MCHRC. The institution hosts annual
Research Day events, supports funded projects, publishes extensively in peer-
reviewed journals, and conducts Continuing Medical Education (CME) programs to
keep medical professionals updated on advancements.

Human Resource Structure

The institution’s administrative framework includes departments such as HR,
Administration, Clinical Services, Nursing, Finance, and IT. A centralized ERP
system streamlines processes related to recruitment, training, payroll, attendance,
and compliance, ensuring operational efficiency and transparency.

Recruitment Process for Staff Nurses

The recruitment process is rigorous and includes multiple stages:

1. HR Round – Initial screening and interview

2. Technical Round – Written and verbal assessments of clinical skills
3. Document Verification & Background Check
4. ERP System Login and Medical Check-up
5. Induction and Orientation Program – A comprehensive introduction to
institutional policies and patient care standards

Employee Development
SRM MCHRC invests in its workforce through:

• Regular Training Programs

• Skill Development Workshops
• Career Advancement Tracks
• Employee Welfare and Engagement Activities, which foster a supportive
work environment

Community Services
Staying true to its mission, the institution actively engages in:

• Free Health Camps in rural and underserved areas

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 • Preventive Health Education and Awareness Programs
• Collaborations with Government Health Schemes, enhancing public health
outcomes and outreach

Core Values
The foundational values that guide SRM MCHRC include:

• Compassion – Prioritizing empathy in patient care

• Integrity – Upholding ethical standards
• Excellence – Committing to high-quality education and healthcare
• Accountability – Being responsible and transparent in all practices
• Teamwork – Promoting interdisciplinary collaboration

Departments at SRM MCHRC

The institution houses over 30 departments, each critical to the delivery of education,
patient care, and research:

Academic & Administrative Departments:

• Academic & Student Affairs

• Medical and Nursing Administration
• HR, IT, Legal, Public Engagement, and Finance

Pre-Clinical:

• Anatomy, Physiology, Biochemistry

Para-Clinical:

• Pathology, Microbiology, Pharmacology, Forensic Medicine, Community

Medicine

Clinical:

• General Medicine, Surgery, Pediatrics, OB-GYN, ENT, Dermatology,

Psychiatry, Radiology, Emergency, and more

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Super-Specialty:

• Cardiology, Neurology, Nephrology, Gastroenterology, Oncology, Plastic

Surgery, among others

Awards and Recognitions

Institutional Recognitions:

• NIRF Ranking 2024: Ranked 18th in the medical category across India
• NABH Accreditation: Recognized for hospital quality standards
• NABL Accreditation: Ensures high standards in diagnostic laboratories
• QS Asia University Rankings 2022: Positioned between 351–400
• NAAC A++ Grade: The highest rating awarded by the National Assessment
and Accreditation Council

Awards & Accolades:

• Best Private Medical College in South India (2017): For excellence in

education and clinical practice
• Healthcare Excellence Award (2019): Acknowledging contributions to holistic
healthcare delivery
• Golden Award (2024): Awarded by the Quality Circle Forum of India to the
Hospital Infection Control Committee (HICC) for their impactful project on
"Needle Stick Injury and Management Protocol", which improved staff safety
and reduced occupational health risks through systematic policy
implementation and staff training.

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IV. Research Methodology

24
Research Methodology

1. Research Design

This study employs a descriptive cross-sectional research design, which is

appropriate for obtaining a snapshot of staff perceptions and experiences at a specific
point in time. It aims to gather quantitative data on various aspects of the recruitment
and onboarding process at SRM Medical College Hospital and Research Centre (SRM
MCHRC). The design is non-experimental and does not manipulate any variables,
making it ideal for observing natural responses from healthcare personnel within their
real work environments. The goal is to identify patterns, trends, and satisfaction levels
that can inform HR policy improvements.

2. Objectives of the Study

The primary objectives of this study are:

• To evaluate the key factors that influence nursing and clinical staff in choosing
to work at SRM MCHRC, such as reputation, career opportunities, location, or
recommendations.

• To assess the overall effectiveness and fairness of the recruitment and

onboarding processes from the perspective of newly hired and current
employees.

• To understand employee satisfaction regarding the orientation, training, and

job role clarity provided during the onboarding phase.

• To collect actionable feedback and recommendations from staff that can guide
continuous improvement in human resources management, induction programs,
and staff support systems.

3. Sampling Method

The study uses a non-probability purposive sampling method, targeting specific

categories of staff who are most relevant to the research. This includes:

• Newly joined Staff Nurses

• Trainee Nurses currently undergoing probation or internship

• Nurses working in critical departments such as the ICU or Operation Theatre

(OT)

• Ward Incharges responsible for team supervision

• Healthcare professionals who joined within the last 12 months, ensuring fresh
and accurate recollection of recruitment and onboarding experiences.

This method ensures the inclusion of individuals with direct and recent experience with
the HR processes under evaluation.

25
4. Sample Size

The study aims to collect responses from approximately 100 participants. This range
is chosen to provide a broad yet manageable dataset that allows for meaningful
statistical analysis while ensuring diversity across departments, experience levels, and
shifts. The sample size also helps ensure generalizability of findings within the context
of SRM MCHRC.

5. Data Collection Tool

A structured questionnaire was designed as the primary data collection instrument.

The tool includes 25 well-defined, mostly closed-ended and multiple-choice
questions that focus on:

• Demographics (age, gender, qualifications)

• Employment status and role

• Recruitment and onboarding experiences

• Job satisfaction and departmental preferences

• Support received from HR and mentors

• Recommendations for improvement

The questionnaire was developed in consultation with hospital HR officials and

department heads and draws from relevant academic literature and industry practices
to ensure content validity.

6. Mode of Data Collection

To accommodate varying staff schedules and preferences, a mixed-mode approach

was adopted:

• Online mode: Google Forms and Microsoft Forms were shared via official
communication platforms for convenience.

• Offline mode: Printed copies of the questionnaire were distributed during shift
breaks, team meetings, and training sessions.

This approach increases participation rates and ensures accessibility for all categories
of staff, including those with limited digital access.

26
7. Data Analysis

The collected data will be analyzed using quantitative statistical methods:

• Descriptive statistics such as frequencies, percentages, and averages will

summarize the data.

• Cross-tabulations will be used to compare responses across demographics and

roles.

• Visual representation in the form of bar charts, pie charts, and tables will
enhance interpretation.

Additionally, if patterns suggest significant relationships (e.g., between experience level

and onboarding satisfaction), inferential statistics such as the Chi-square test may
be employed to test for statistical significance.

8. Ethical Considerations

This study ensures strict adherence to ethical research standards:

• Voluntary participation: Participants were informed that they could opt out at
any stage without consequences.

• Informed consent: Consent was considered given upon completing the form,
following a brief introduction that outlined the study’s purpose and confidentiality
assurances.

• Confidentiality: No personal identifiers were collected. All responses are

anonymized.

• Ethical Approval: The research protocol was reviewed and approved by the
Institutional Ethics Committee (IEC) of SRM MCHRC before implementation.

9. Limitations

Despite efforts to ensure rigor and reliability, the study has the following limitations:

• Institutional scope: The findings are limited to SRM MCHRC and may not be
generalizable to other hospitals or institutions.

• Response bias: Participants may provide socially desirable answers, especially

in areas related to management or HR evaluation.

• Time constraints: The study was conducted over a limited period, and due to
varying shift schedules, not all staff may have been able to participate.

• Sample bias: The use of purposive sampling may exclude voices from
departments or categories not covered by the recruitment period or sampling
frame.

27
 CHAPTER – V
Data Analysis and Interpretation

28
Question: Why did you choose SRM Medical College Hospital and Research Centre?
This chart summarizes the reasons respondents selected SRM Medical College
Hospital and Research Centre. The majority cited the reputation of the hospital as
the main reason, followed by proximity to home, career growth opportunities, and
recommendations from others.

Response Table

Reason No. of Responses Percentage

Reputation of the hospital 63 67.7%

Proximity to home 13 14.0%

Recommendation from others 6 6.5%

Career growth opportunities 10 10.8%

29
The pie chart shows that the majority of respondents are freshers, making up
more than half of the group. A smaller portion has one to two years of
experience, while a notable number have three to five years or more than five
years of professional experience. Overall, most participants are at the early
stage of their careers.

Experience Level Percentage Count

Fresher 55.9% 57

1–2 years of experience 17.6% 18

3–5 years of experience 9.8% 10

More than 5 years of experience 16.7% 17

The pie chart shows that most respondents are freshers, while the rest have
varying levels of experience. A smaller portion has 1–2 years of experience, and
the remaining are fairly evenly split between those with 3–5 years and more than
5 years of experience. Overall, the majority are at the start of their careers.

Qualification Percentage Count

GNM (General Nursing and Midwifery) 66.7% 68

[Link] Nursing 14.7% 15

30
Qualification Percentage Count

Post [Link] Nursing 9.8% 10

[Link] Nursing 8.8% 9

The pie chart shows the age distribution of respondents. The largest portion
belongs to the 26–30 age group, followed by the 21–25 group. The smallest
portion represents those below 20 years of age.

Age Group Percentage Count

Below 20 39.7% 23

21–25 31.0% 18

26–30 29.3% 17

31
The pie chart shows responses to the question of whether individuals are day
scholars, hostel residents, or staying in PG accommodations nearby. The chart
depicts three categories, with the largest portion of respondents identifying as
day scholars, followed by those staying in PG accommodations, and the
smallest group being hostel residents.

Accommodation Type Percentage Count

Day scholar 39.7% 23

Hostel resident 31.0% 18

PG accommodation nearby 29.3% 17

32
The chart shows the mode of interviews attended by 102 respondents. The
majority (99%) attended an offline/walk-in interview (represented by the blue
colour), with a very small fraction attending an online (video call) or telephonic
interview, while others marked "Not applicable."

Interview Mode Percentage Count

Offline/Walk-in 99.0% 101

Online (Video Call) 1.0% 1

Telephonic Interview 0.0% 0

Not Applicable 0.0% 0

More people who responded identified as female than any other gender. A
significant portion preferred not to say their gender, and the smallest group
identified as male.

Gender Percentage Count

Female 41.4% 24

Male 32.8% 19

Prefer not to say 25.9% 15

33
The onboarding survey results reveal that employees strongly prefer hands-on
learning methods, with skill labs/demonstrations emerging as the clear
favourite, followed by on-the-job training. Traditional lectures and collaborative
peer learning approaches tied for the third position, highlighting that practical,
experiential learning formats are generally more valued than theoretical
instruction during the orientation process.

Learning Mode Percentage Count

Skill labs/Demonstrations 37.9% 22

Lectures 24.1% 14

On-the-job Training 19.0% 11

Peer Learning 19.0% 11

34
The pie chart shows mixed feedback about the recruitment process, with
satisfied respondents forming the largest group, followed closely by those with
neutral opinions. Very satisfied respondents make up the third largest segment,
while those not satisfied represent the smallest portion. Overall, just over half of
respondents expressed positive satisfaction with the recruitment process,
though a considerable number remained either neutral or dissatisfied.

Satisfaction Level Percentage Count

Satisfied 31.4% 32

Very Satisfied 29.4% 30

Neutral 28.4% 29

Not Satisfied 10.8% 11

35
The pie chart shows feedback on the induction/onboarding program, with most
respondents rating it as "Excellent," forming the largest segment. "Good"
ratings make up the second largest portion, followed by "Average" in third
place. "Poor" ratings constitute the smallest segment. Overall, the majority of
respondents viewed the onboarding program positively, with more than half
rating it as either excellent or good.

Rating Percentage Count

Excellent 31.4% 32

Good 25.5% 26

Average 23.5% 24

Poor 19.6% 20

36
Most employees felt well-supported by HR during onboarding, with the largest
portion reporting full support. A significant group experienced partial support,
while smaller segments indicated minimal or no support from the HR
department. In general, positive experiences outweighed negative ones
regarding HR involvement in the onboarding process.

HR Support Level Percentage Count

Yes, Fully 34.3% 35

Somewhat 25.5% 26

Not Really 21.6% 22

Not at All 18.6% 19

The recruitment timeline varies widely among respondents, with the quickest
hires (under one week) being most common. Mid-length processes (2-4 weeks)
and extended timelines (over a month) are almost equally represented, while
fewer candidates reported a 1-2 week hiring process. This distribution suggests
the company employs different recruitment approaches depending on position
or circumstance, with no strongly dominant timeline pattern.

37
Duration Percentage Count

Less than 1 week 28.4% 29

1–2 weeks 28.5% 29

2–4 weeks 19.6% 20

More than a month 25.5% 26

The survey participants hold positions as Staff Nurses, Trainee Nurses, ICU/OT
Nurses, and Ward Incharges, with a slightly larger group working as Staff
Nurses and the other roles represented by somewhat smaller, but still notable,
portions.

Job Role Percentage Count

Staff Nurse 30.8% 24

Trainee Nurse 23.1% 18

ICU/OT Nurse 25.6% 20

Ward Incharge 20.5% 16

38
This chart summarizes whether the respondents would recommend SRM
Hospital as a workplace. Opinions are mixed. A notable portion would definitely
recommend it, while a slightly larger group said maybe. Almost a third are not
sure, and about a fifth would not recommend it.

Response Percentage Count

Maybe 29.4% 30

Definitely Yes 28.4% 29

Not Sure 21.6% 22

No 20.6% 21

This pie chart illustrates the preferred departments of the survey participants.
The Operation Theatre is the most favoured department. The ICU and General

39
Ward are also quite popular choices. The Emergency/Casualty department is
preferred by a smaller proportion of the respondents.

Department Percentage Count

General Ward 29.4% 30

Operation Theatre (OT) 27.5% 28

Emergency/Casualty 26.5% 27

ICU 16.7% 17

This chart shows how the respondents rated the mentor/preceptor system at
SRM Hospital. The largest group felt it was excellent. A similar proportion rated
it as good. Roughly another quarter indicated it needs improvement, and the
remaining portion found it not effective.

Rating Percentage Count

Not Effective 28.4% 29

Good 24.6% 25

Excellent 24.5% 25

Needs Improvement 22.5% 23

40
This pie chart details whether the survey participants received hands-on
training during their onboarding. Roughly a quarter reported receiving fully
hands-on training, while a larger portion experienced only partial hands-on
training. Another notable segment said their training was mostly theoretical, and
about a quarter did not receive any hands-on training at all.

Training Level Percentage Count

Partially 30.4% 31

Not at All 24.5% 25

Yes, Fully Hands-on 24.5% 25

Mostly Theoretical 20.6% 21

41
This chart indicates whether the respondents were clearly informed about their
roles and responsibilities when they joined. A little over a quarter said yes, while
a larger portion reported being informed somewhat. Roughly another fifth was
not clearly informed, and a smaller segment felt they were not informed at all.

Clarity Level Percentage Count

Somewhat 33.3% 34

Yes 28.4% 29

Not Clearly 21.6% 22

Not at All 16.7% 17

This pie chart outlines the opinions of the respondents on whether the
recruitment process was fair and transparent. A little over a fifth strongly
agreed, while a larger portion agreed. Roughly another fifth disagreed, and
about a quarter strongly disagreed.

Agreement Level Percentage Count

Agree 30.4% 31

Strongly Disagree 26.5% 27

Disagree 21.6% 22

Strongly Agree 21.6% 22

42
This chart illustrates how well the respondents feel their qualifications are being
used in their current roles. Roughly a quarter feel their qualifications are
completely utilized, while a slightly smaller portion feel they are utilized to some
extent. A notable segment feels their qualifications are not really being used,
and about a quarter feel they are not utilized at all.

Response Percentage Count

Not Really 28.4% 29

Yes, Completely 26.5% 27

To Some Extent 24.5% 25

Not at All 20.6% 21

43
This pie chart shows the suggested improvements for the recruitment or
onboarding process. The most common suggestions were for clearer job
descriptions and a better orientation structure, with roughly equal portions
recommending these. A slightly smaller group suggested more practical
sessions, and the remaining respondents indicated a need for faster
communication.

Suggested Improvement Percentage Count

Better Orientation Structure 26.5% 27

Faster Communication 26.5% 27

Clearer Job Descriptions 25.5% 26

More Practical Sessions 21.6% 22

44
VI . SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION

45
Analysis :

1. Why Employees Chose SRM Hospital

Reason Percentage

Reputation of the hospital 67.7%

Proximity to home 14.0%

Career growth opportunities 10.8%

Recommendation from others 6.5%

2. Experience Level vs. Effective Learning Mode

Experience Skill Labs Lectures On-the-Job Peer Learning

Level

Fresher 25.0% 18.0% 7.0% 6.0%

(55.9%)

1–2 Years 7.0% 3.0% 5.0% 3.0%

Experience
(17.6%)

3+ Years 5.9% 3.1% 7.0% 10.0%

Experience
(26.5%)

3. Job Role vs. Satisfaction with Recruitment Process

Job Role Satisfied/Very Satisfied Neutral/Not Satisfied

Staff Nurse 18.6% 12.2%

Trainee Nurse 14.7% 8.4%

ICU/OT Nurse 9.8% 15.8%

Ward Incharge 17.7% 2.8%

46
4. Accommodation vs. Willingness to Recommend

Accommodation Type Recommend Not Sure/No

(Yes/Maybe)

Day Scholar (39.7%) 28.0% 11.7%

Hostel Resident (31.0%) 21.0% 10.0%

PG Nearby (29.3%) 9.0% 20.3%

5. HR Support vs. Induction Rating

HR Support Level Excellent/Good Average/Poor Induction

Induction

Yes, Fully (34.3%) 26.0% 8.3%

Somewhat (25.5%) 14.0% 11.5%

Not Really (21.6%) 6.0% 15.6%

Not at All (18.6%) 5.0% 13.6%

6. Hands-On Training vs. Role Clarity

Training Level Clear/Somewhat Clear Unclear/Not at All

Roles

Fully Hands-on (24.5%) 20.0% 4.5%

Partially (30.4%) 18.0% 12.4%

Mostly Theoretical 10.0% 10.6%

(20.6%)

Not at All (24.5%) 8.0% 16.5%

47
7. Suggested Improvements vs. Issues

Suggested Improvement Percentage

Better Orientation Structure 26.5%

Faster Communication 26.5%

Clearer Job Descriptions 25.5%

More Practical Sessions 21.6%

8. Induction/Onboarding Rating

Rating Percentage

Excellent 31.4%

Good 25.5%

Average 23.5%

Poor 19.6%

9. Gender Distribution

Gender Percentage

Female 41.4%

Male 32.8%

Prefer not to say 25.9%

48
Findings :

3.1 Recruitment Preferences and Motivations

The reputation of SRM Medical College Hospital was the dominant factor influencing
candidates’ decision to join, with 67.7% of respondents selecting it as their primary
reason. This reflects the institution’s perceived excellence in clinical training and patient
care. Proximity to home (14%) was also a notable factor, suggesting the hospital attracts
a regional workforce. Career growth opportunities (10.8%) highlight that candidates are
mindful of their long-term development. A small percentage (6.5%) joined based on
recommendations, pointing to some influence of peer referrals but not a dominant trend.
3.2 Demographic and Professional Profile

The majority of respondents are freshers (55.9%), which signals that SRM Hospital is
a primary employer for new nursing graduates. This trend is further validated by the
qualification data, where 66.7% hold a GNM diploma, suggesting a large pool of entry-
level nurses. A further 14.7% hold a [Link] Nursing degree, and 8.8% are [Link] Nursing
graduates, indicating the presence of a moderately skilled workforce with room for
specialized roles. Age-wise, 70.7% are under 25 years, reflecting a young and dynamic
demographic. Gender data shows a female majority (41.4%), with 32.8% males, while
25.9% preferred not to disclose, which might indicate a need to foster a more open
environment.

3.3 Accommodation and Interview Experience

Regarding accommodation, 39.7% of respondents are day scholars, while 31% live in
hostels, and 29.3% in PGs, indicating a balanced split between on-campus and nearby
residents. This may impact their availability, shift flexibility, and stress levels. The
interview process was predominantly offline or walk-in (99%), with negligible use of
online or telephonic modes. This points to a traditional recruitment approach that could
benefit from more digitization to reach wider applicant pools.

3.4 Onboarding and Training

Skill labs and demonstrations (37.9%) were reported as the most effective
onboarding method, suggesting practical exposure is well received. However, only
24.5% reported receiving fully hands-on training during onboarding, while 30.4%
received partial and 20.6% experienced mostly theoretical sessions. The
mentor/preceptor system was seen as not effective by 28.4% of respondents, with a
nearly equal number rating it as good or excellent. These results imply inconsistency in
the onboarding experience, with clear potential for improvement in mentorship and
practical training components.

49
3.5 Satisfaction and HR Support

Satisfaction levels with the recruitment process were generally positive, with 31.4%
satisfied and 29.4% very satisfied. However, 18.6% reported being not satisfied,
pointing to gaps in experience. Support from HR during onboarding was mixed: only
34.3% felt fully supported, while 21.6% felt little support, and 18.6% felt no support
at all. This suggests a pressing need to strengthen HR engagement and
responsiveness during this critical phase.

3.6 Recruitment Duration and Fairness

The recruitment process was timely for most, with 57% completing within two weeks.
However, 25.5% experienced a delay exceeding a month, indicating inconsistency in
process execution. Perceptions of fairness were divided: while 30.4% agreed the
process was fair and 21.6% strongly agreed, a concerning 26.5% strongly disagreed,
showing a trust gap that could impact future recruitment.

3.7 Job Roles and Department Preferences

The hospital workforce is primarily composed of Staff Nurses (30.8%) and ICU/OT
Nurses (25.6%), indicating a strong operational core. Department preferences were
evenly distributed, with General Ward (29.4%), Operation Theatre (27.5%), and
Emergency/Casualty (26.5%) being the most favored. This suggests a need to tailor
onboarding and departmental allocation processes based on interest and skill to
maximize employee engagement.

3.8 Communication and Role Clarity

Only 28.4% of respondents reported receiving clear communication regarding their roles
and responsibilities at joining. A larger segment (33.3%) indicated partial clarity, and
16.7% stated they were not informed at all. This communication gap can result in
mismatched expectations and lower job satisfaction.

3.9 Qualification Utilization

Only 26.5% of employees believe their qualifications are being fully utilized. Nearly half
of the respondents (49%) felt their skills were either underutilized or not utilized at
all, indicating a significant waste of human resource potential. This may lead to
demotivation and early attrition if not addressed promptly.

50
3.10 Suggested Improvements

Respondents provided a range of suggestions to improve the recruitment and

onboarding experience:

• 26.5% suggested a better orientation structure, emphasizing clarity and

organization.

• 26.5% also wanted faster communication during the process, pointing to delays
or lack of follow-up.

• 25.5% called for clearer job descriptions, which aligns with concerns about role
clarity.

• 21.6% recommended more practical sessions, reinforcing the value of hands-

on training during onboarding.

51
5.2 Recommendations and Suggestions

1 Revamp the Orientation and Onboarding Process

The onboarding experience plays a crucial role in shaping an employee's early

impressions and long-term engagement. While SRM Hospital's reputation attracts a
large number of candidates, a lack of structured orientation was one of the most cited
concerns. Enhancing the onboarding process will help bridge gaps in job clarity and
institutional integration.

Suggestions :

Design a comprehensive orientation program covering hospital policies, department

overviews, and patient care protocols.

Introduce simulation-based training and role-playing activities to build practical

confidence.

Provide an onboarding handbook that clearly outlines policies, duties, support

systems, and escalation processes.

2 Strengthen the Mentorship and Preceptor Program

A strong mentorship program can significantly ease the transition of new hires into
clinical practice. The current system appears underutilized or ineffective, as indicated
by the high percentage who found it 'not effective' or 'needs improvement'.

Suggestions :

Assign trained preceptors to each new nurse for a minimum mentorship period (e.g., 3
months).

Conduct orientation workshops for mentors to ensure they are equipped to support
mentees effectively.

Collect regular feedback from both mentors and mentees to evaluate program success
and adapt accordingly.

3 Enhance HR Support and Accessibility

Effective communication and guidance from the HR department are essential during
recruitment and onboarding. Survey responses indicate a need for more active and
empathetic HR engagement, with only about a third feeling fully supported.

Suggestions :

Establish a dedicated HR support channel (helpdesk, hotline, or WhatsApp group) for

onboarding queries.

Schedule regular follow-up calls or meetings during the first three months of
employment.

52
Train HR staff in empathetic communication and issue resolution techniques to better
support new hires.

4 Improve Communication and Role Clarity

Role ambiguity can result in job dissatisfaction and performance issues. Many
respondents reported unclear or partial information regarding their responsibilities,
which could impact their confidence and productivity.

Suggestions :

• Provide clear, role-specific job descriptions during the offer and orientation
stages.

• Conduct department-level role walkthroughs with team leads to familiarize new

staff with daily expectations.

• Use digital platforms to streamline communication and ensure consistency of

messaging.

5 Increase Transparency and Fairness in Recruitment

Only a minority of respondents strongly agreed that the recruitment process was
transparent. Ensuring fairness not only builds trust but also enhances the
organization's reputation as a credible employer.

Suggestions :

• Clearly communicate the selection process, evaluation criteria, and expected

timelines.

• Standardize interview formats and evaluation forms to minimize subjectivity.

• Offer brief feedback to candidates post-interview, especially for those who

reach the final stages.6 Better Utilize Staff Qualifications

Nearly half of the respondents felt that their qualifications were underutilized.
Optimizing talent deployment can improve both job satisfaction and service quality.

Suggestions :

• Develop a skill and qualification mapping system to allocate roles more

effectively.

• Provide continuous learning opportunities, such as workshops, certifications,

and cross-training.

• Consider rotation policies to help staff explore multiple specialties aligned with
their educational background.

53
7 Upgrade Interview Modes and Digital Outreach

Though 99% attended walk-in interviews, offering more flexible interview options may
help widen the talent pool and improve accessibility for remote candidates.

Suggestions :

• Implement hybrid interviews (video or phone screening followed by final in-

person evaluation).

• Maintain a candidate communication dashboard to track progress and avoid

delays.

• Use email and SMS notifications to ensure timely updates and engagement.

8 Encourage Feedback and Continuous Improvement

Capturing real-time feedback is essential to improve organizational processes. A

system for continuous feedback will help SRM Hospital stay responsive to employee
concerns.

Suggestions :

• Introduce anonymous feedback channels like suggestion boxes or digital forms.

• Conduct onboarding feedback surveys after the first week, first month, and end
of probation.

• Set up an onboarding improvement task force with HR, nursing leads, and new
joiners to review and act on feedback.

9 Invest in Practical Training Infrastructure

Hands-on training was one of the most valued but under-delivered areas during
onboarding. Investing in this area can help boost clinical readiness and confidence.

Suggestions :

• Expand simulation labs and procedural demonstration spaces.

• Increase hands-on exposure during onboarding by assigning new staff to

guided shifts under supervision.

• Collaborate with academic partners to design practical modules aligned with

real-time hospital demands.

54
10 Promote Employee Well-being and Engagement

A motivated and supported workforce is critical in healthcare settings. Respondents,

particularly those in hostels or PGs, would benefit from better integration and wellness
initiatives.

Suggestions :

• Organize wellness activities such as yoga, stress management, and team-

building events.

• Set up peer-support groups or buddy systems for emotional and social support.

• Celebrate milestones (e.g., first month, first successful case, team

achievements) to build morale and camaraderie.

55
5.3 Conclusion

The hiring and induction process at SRM Medical College Hospital discloses a number
of strengths as well as significant areas for development. Most staff members (67.7%)
were attracted to the organization mostly because of its good reputation, validating
SRM's reputation as a reputable and prestigious healthcare employer. The statistics
also indicate the hospital as a key point of entry for freshers, especially diploma-trained
nurses aged below 25, indicating its contribution towards the formation of early-stage
healthcare careers.

But onboarding and training processes need to be strengthened. Although practical

sessions such as skill labs were preferred, only 24.5% indicated that they received
completely hands-on training. Inadequate support from HR (only 34.3% felt completely
supported) and poor communication regarding roles (only 28.4% indicated role clarity)
indicate a need for more structured and standardized orientation programs. In addition,
only 26.5% of employees believed their qualifications were being used to the best effect,
indicating a possible mismatch between skills available and roles allocated.
Underutilization may result in dissatisfaction and high turnover.

Accommodation type was also associated with intention to recommend the hospital—
day scholars were most likely to recommend (28%), while those in PGs in the vicinity
were least likely (9%), suggesting possible welfare or integration problems for off-
campus residents. Job satisfaction was also different by job, with Ward Incharges being
most satisfied (17.7%) and ICU/OT Nurses being more dissatisfied (15.8%), possibly
due to high pressure and workload in those departments.

A series of clear, actionable changes resulted from the survey: improved orientation
structure, better communication, clear job descriptions, and more practical sessions—
all recommended by more than 20% of respondents. These results strongly indicate that
although SRM Hospital has a good reputation and attracts a young, enthusiastic
workforce, improving onboarding and internal communication is the key to maintaining
and enhancing employee satisfaction and performance.

56
SRM Medical College Hospital and Research Centre – QUESTIONNAIRE

1. Why did you choose SRM Medical College Hospital and Research Centre?
(Select all that apply)
-> Reputation of the hospital
-> Proximity to home
-> Recommendation from others
-> Career growth opportunities
-> Other:

2. Are you a fresher or an experienced professional?

-> Fresher
-> 1–2 years of experience
-> 3–5 years of experience
-> More than 5 years of experience

3. What is your highest qualification?

-> GNM (General Nursing and Midwifery)
-> [Link] Nursing
-> Post [Link] Nursing
-> [Link] Nursing

4. What is your gender?

-> Male
-> Female
-> Prefer not to say
-> Other

5. What is your age group?

-> Below 20
-> 21–25
-> 26–30
-> Above 30

57
6. Are you a day scholar or staying in a hostel?
-> Day scholar
-> Hostel resident
-> PG accommodation nearby
-> Others:

7. How did you come to know about the job vacancy?

-> Hospital Website
-> Job portal (e.g., Naukri, Indeed)
-> College placement/campus drive
-> Friend or referral
-> Other:

8. What was your primary reason for applying here?

-> Good salary package
-> Hospital infrastructure
-> Learning opportunities
-> Location convenience

9. Were you satisfied with the recruitment process?

-> Very satisfied
-> Satisfied
-> Neutral
-> Not satisfied

10. How would you rate the induction/onboarding program?

-> Excellent
-> Good
-> Average
-> Poor

58
11. What mode of interview did you attend?
-> Ofline/Walk-in interview
-> Online (video call)
-> Telephonic interview
-> Not applicable

12. How long did the entire recruitment process take (from application to joining)?
-> Less than 1 week
-> 1–2 weeks
-> 2–4 weeks
-> More than a month

13. Do you feel supported by the HR department during onboarding?

-> Yes, fully
-> Somewhat
-> Not really
-> Not at all

14. What is your current job role?

-> Staff Nurse
-> Trainee Nurse
-> ICU/OT Nurse
-> Ward Incharge
-> Other:

15. Would you recommend SRM Hospital as a workplace to others?

-> Definitely yes
-> Maybe
-> Not sure
-> No

16. What shift are you currently assigned to?

-> Morning
-> Evening

59
-> Night
-> Rotational

17. What is your preferred department to work in?

-> ICU
-> General Ward
-> Emergency/Casualty
-> Operation Theatre (OT)

18. Have you received hands-on training during onboarding?

-> Yes, fully hands-on
-> Partially
-> Mostly theoretical
-> Not at all

19. How would you rate the mentor/preceptor system at SRM Hospital?
-> Excellent
-> Good
-> Needs improvement
-> Not effective

20. Were you clearly informed about your roles and responsibilities at the time of joining?
-> Yes
-> Somewhat
-> Not clearly
-> Not at all

21. What mode of learning did you find most effective during onboarding?
-> Lectures
-> Skill labs/demonstrations
-> On-the-job training
-> Peer learning

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22. Do you feel the recruitment process was fair and transparent?
-> Strongly agree
-> Agree
-> Disagree
-> Strongly disagree

23. What type of employment are you under?

-> Permanent
-> Contract
-> Internship/Training
-> Not sure

24. Do you feel your qualifications are well-utilized in your current role?
-> Yes, completely
-> To some extent
-> Not really
-> Not at all

25. What improvements would you suggest in the recruitment or onboarding process?
-> Faster communication
-> More practical sessions
-> Better orientation structure
-> Clearer job descriptions
-> Other:

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