12 November 2013 | BestPrax Benchmark 2013
Serve With Passion: Hinduja Hospital Rural Health Programme incorporates a specially designed state of the art technology through the Mobile Health Units: one Advanced Mobile Health Unit and several Basic Mobile Health Units.
12 November 2013 | BestPrax Benchmark 2013
The short stay services are designed to provide an elite patient experience, wherein the entire process starting with the consultation visit for diagnosis of the medical problem and surgical / SSS booking till the follow up post recovery is coordinated by qualified and trained customer care staff.
12 November 2013 | BestPrax Benchmark 2013
The Hinduja Drug & Poison Information Centre (DPIC) receives queries on poisons which the patient may have consumed and also requests for information on drugs. The DPIC provides information of antidotes and information on various therapeutic and toxic drugs.
12 November 2013 | BestPrax Benchmark 2013
Hinduja hospital believes and prides itself in transparency in billing and tariff. We have a standard tariff for all patients, all classes, whether self-pay patients or company or insurance patients and this is available in a printed pamphlet for all our customers.
12 November 2013 | BestPrax Benchmark 2013
The Hinduja Hospital Management is committed to the development & growth of the hospital to meet its vision of quality healthcare for all.
12 November 2013 | BestPrax Benchmark 2013
The ethics committee gives the organization a multi-disciplinary platform to give expert opinion for complex matters, ensuring ethical behavior of the physicians and other hospital staff and fair treatment to the patients.
7 July 2012 | BestPrax Benchmark 2012
Whistle Blower Policy Is a very important practice. Integrity is something which is non-negotiable in Shoppers Stop. This policy enables our colleagues to play a positive role in helping the organization live this value.
7 July 2012 | BestPrax Benchmark 2012
Values helps us shape the right culture :something quintessential for a growing company
7 July 2012 | BestPrax Benchmark 2012
The performance of any company depends on the association and relationship it builds with its customers: Internal and External over a period of time & its partners.
7 July 2012 | BestPrax Benchmark 2012
Baby Kangaroo Program-is used as the talent management program. It’s extremely critical for a growing company to develop a pool of managers to take care of the rapid growth . A great majority of our staff have grown in to larger roles via this program.
07 August 2009 | DNA
Financial and market metrics have come of age. Traditional accounting and stock market outcomes are being replaced by tougher metrics that firms choose to pursue as their objectives in the quest for delivering stakeholder satisfaction.
17 July 2009 | DNA
The product or service outcome of a business is not merely the result of processes; it is the vital factor that justifies business operations and determines customer loyalty.
17 July 2009 | DNA
Just as the concept of employee engagement links the relationship between the employee and the organization to productivity, customer engagement offers an in-depth perspective on the impact of customers on the organization’s growth and goals.
17 July 2009 | DNA
While every organization recognizes the need to acquire new customers, very few succeed in retaining their existing customer base. The measurement of outcomes related to customer-directed operations is vital to ensuring sustainability and long-term value creation.
03 July 2009 | DNA
The process of value creation is sustained by support processes and resource availability. Every organization needs to build proactive support systems and utilise resources efficiently to ensure continuity in the value chain.
25 June 2009 | DNA
Employee Cooperation, Initiative, Innovation and Empowerment are the critical pillars that support and strengthen the organizational edifice. Successful organizations grow fast and stand tall through the creation and proper maintenance of a high performance workplace.
05 June 2009 | DNA
Acquiring good customers, earning their loyalty and retaining them for the long haul has been declared the only mantra to developing sustainable competitive advantage in a market landscape where technology ensures that firms and their competitors can duplicate any and every new development in a jiffy.
25 May 2009 | DNA
In a business environment where “labour” is not just another input but the ultimate source of competitive advantage, every organization aspires to identify factors that can attract and retain human capital.
18 May 2009 | DNA
Education and reinforcement of learning are essential to ensure high performance in any organization. Learning is not only a means to survive; it is also a powerful motivator. Thus every organization needs to foster a culture that promotes generation and transmission of knowledge.
13 April 2009 | DNA
Organisations are increasingly discovering that building and managing knowledge assets or Knowledge Management (KM) as it is popularly known is the key to providing immediate and easy access to information to employees, customers, suppliers and other stakeholders.