Human Resources Division
The Human Resources Department is open six (6) days a week, from Mondays through Fridays at 8:00 AM to 5:00 PM Monday to Saturday
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HR Acquisition– conducts planning and forecasting of personnel, sourcing and screening of job applicants and hiring of most qualified.
HR Development – conducts competency assessments of each position and job holder of the position, training needs analysis (TNA), preparation of annual training plan, development/design of training programs, conduct of training, monitoring and evaluation of trainings.
HR Utilization – facilitates promotion and transfer of employees across or within departments.
HR Retention – facilitates salary and benefits administration, HR rules and regulations including the Code of Employee Conduct and Discipline, Labor and Management cooperation, sports and spiritual activities, employee motivational programs e.g. magaling, mabuti at masayang mamamayan (M4) and magaling, mabuti at masayang officer (M3O), performance evaluation monitoring and consolidating of semestral and annual ratings, employee counseling and just-in-time team building and value formation sessions.
HR Accounting/Audit and other measurements – studies and is responsible for the computation of head count, labor cost, turnover and related indices.
Manila Doctors Hospital started in 1956 as a tertiary hospital with a bed complement of one-hundred thirty (130) beds. From the beginning, it was administered by the Sisters of Charters. Originally the administrator, Sister La Croix de Jesus Ilagan had a wide scope of responsibilities where even hiring and selection of employees were done by her. However, with the hospital’s expanding services to the community, it was necessary that certain responsibilities be delegated to some of her Sisters in the Administration, hence led to the creation of the Personnel Office where all functions relating to personnel management were the responsibilities of the Sister assigned to Personnel Directress.
The Personnel office is a staff department that serves as arm of the Administrator in manpower management and acts in an advisory capacity, assisting and helping department heads as well as the employees in the performance of the various departments’ personnel management functions.
As the hospital increased in bed complement with the increasing number of patients and the influx of a good number specialist consultants who were added in the line up of our medical staff, the administration saw the need of improving its management policies for the manpower as they partner with the Medical professionals in the management of patients.
In the early part of the 80’s, Sr. Leonie Retoria, the Personnel Directress worked out the development of policies and procedures in hiring and selection of possible employees who would fill the position requested by department/unit head. Every Thursday, the administrative staff, the department heads, section heads, unit heads, together with the Administrator sit down for a meeting where the Personnel Directress presented the proposed policies she formulated initially based on what she observed was necessary for an effective performance and management of the personnel. Comments and suggestions were raised and based on what has been unanimously considered as effective tools for better service and agreed upon as would beneficial for the employees, the personnel policies were formulated. It took several weeks of sitting down together before the draft of the Personnel Policies was finalized. This was presented to the Administrator for final approval, who herself made it a part of her report during one of the Board Meetings. Finally, with the approval of the higher authorities, the Personnel Handbook, beautifully, printed were distributed to the employees and discussed/explained during the general meetings, so that any clarification before the implementation could be cleared. With these, the management of the new termed Human Resource Division has been guided by the handbook so that the employees are aware of what are expected of them and what they could expect from the Hospital.
To maintain continuous awareness of the hospital’s policies which covers all manpower including newly hired employees, we made it a point that orientation on the policies were given to newly hired employees during their period of orientation.
Part of the development of the personnel was the spiritual activities of the Hospital wherein the Human Resource Division was responsible in scheduling, disseminating notices, reminders and the actual spiritual activities in the Hospital like October devotion, Advent and Lenten celebration, Anniversaries, Retreats and Recollections.
Monthly general meetings were also held during one of the salary days so that the employees were informed on any information/updates which would be necessary and important for them to know and be aware of. Reminders were also given about any observation and/or deviation from expectations, policies and guidelines, on proper behavior of the employees so that we could maintain professionalism and discipline while carrying out their duties and responsibilities.
Professional and Personality Development were also enhanced through scheduled conference attended in house or outside with the different professional organizations’ seminars and conventions. Cora Dolorosa was invited to give talks on personality development.
With all of these, there was maintenance of a sound management and employee relationship, not only through MDH-family get-together on special occasions, but also through openness, counseling and dialogue which the Human Resource Directress herself handled. At times, when there were misunderstanding between employee and his/her superior the HR Directress was invited to intervene and help in solving the misunderstanding. Employees were also made to have a dialogue to discuss their evaluation submitted by their heads.