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Human Capital Development and Retention

Human Capital Management Policy

BDMS strives to improve human capital management by recruiting potential personnel, strengthening the organization’s image, emphasizing appropriate welfare and benefits to ensure legal compliance. Besides, the Company constantly and systematically develops personnel competency and efficiency while strengthening clear career advancement to achieve the Company’s established goals. The Company also takes into consideration personnel well-being, quality of life as well as encourages and promotes their morale, build good workplace environment which helps render mental and physical happiness and safety. Furthermore, the Company fosters the organizational culture of respect for diversity. 

Human Capital Development 

Human capital development is essential to drive BDMS’s strategy in delivering top-notch healthcare services. As a consequence, BDMS enforces the policy to develop and train employees, emphasizing their knowledge and skills in line with changing technology to ensure innovation and sustainability. The Company also encourages learning of various technique beneficial for personnel operation as well as provides career advancement and promote the personnel to work collaboratively with others, all of which will foster good workplace environment and organizational culture. 

Human Capital Development and Training 

BDMS organizes training and development policy for both clinical and non-clinical employees, including newly recruited, contractual and temporary employees. The objectives are to ensure their understanding of corporate direction and the hospital’s quality system as well as knowledge and skills under their responsibilities. This is to ensure that these trainings and developments will be appropriately adjusted with the organizational value and strategies while encouraging new skills, knowledge and expertise in line with the changes in economy, technology and environment affecting the medical personnel, including other employees. 

In 2023, BDMS conducted many successful training and development programs. The programs with exceptional achievements in upgrading and improving employee skills are shown in the below table

BDMS Human Capital Training and Development 

1. General Orientation

To acknowledge BDMS’s vision, mission, core values, service principles, operational safety and hospital quality systems. 

2. Unit Orientation

To acknowledge the department’s mission, scope of services, operational policies and guidelines. 

3. Mandatory Training

Organize training on BDMS strategy, corporate direction, quality management system, patient safety goals, basic fire training, basic life support, IT system and other courses related to relevant rules and regulations for professional employees. 

4. Quality Improvement Training

Prevent incidents, monitor quality and safety information from the incidents and attend to patient’s complaints. Change the operational procedures or introduce new technologies while developing English proficiency. Organize training and theoretical and practical test of patient care for employees of each level and position to enable their career advancement and efficient medical treatment in a consistent manner. 

5. ESG Training and Upskill

Provide knowledge of economic, governance, social and environmental areas. 

6. Related Training

Grant scholarships to employees to continue their study and enhance business skills suitable for the departments. Improve patient care skills to create value for the patients. 

7. BDMS Innovation Culture

BDMS Innovative Culture is operational practices and guidelines on innovation development to enhance the organization’s efficiency to respond to changing needs of the stakeholders. The innovation management will enable the environment suitable for fostering innovations while creating understanding and ensuring approval from internal staff who will sustainably adopt the innovation in real-life working processes. In 2023, some of the exceptional projects from BDMS Innovation Culture include Bangkok MIS Cement Screws and Direct Anterior Hip Replacement (DAA). Bangkok MIS Cement Screws is an initiative furthered by inserting the equipment and pedicle screw through the skin with minimally invasive technique. With this technique, patients recover more speedily and can resume their normal lifestyle within 24 hours while minimizing any side effects from the surgery to become net zero. The Direct Anterior Hip Replacement (DAA) introduced new surgery technique resulted in smaller wound, shorter hospitalization period, and very low chance of hip dislocation. 

From BDMS Innovative culture, the hospital was granted the first prize in minimally invasive screw cement augmentation in pedicle technique bringing positive reputation to the business. Moreover, the hospital was able to reduce cost as the new technique requires lesser materials, while lessen recovery period. On the other hand, through DAA Hip Replacement initiative, surgical case increased by 400% with revenue increased of about 700 million Baht. At the same time, BDMS was able to reduce energy consumption by 50%, while also introduce this initiative to affiliate hospitals to more than 70 hospitals throughout Asia Pacific Region.  

 DAA Hip Replacement initiative resulted in surgical case increased by 400% with revenue increase of about 700 million Baht. At the same time, BDMS was able to reduce energy consumption by 50%, while also introduce this initiative to affiliate hospitals to more than 70 hospitals throughout Asia Pacific Region. 

In 2023, 26,000 of employees, or 71% of total employees, participated in this program.

8. STEM Training

BDMS conducts STEM training for nurses with an aim to create COE (Centers of Execellence) within the hospitals. Under STEM training, several specialized courses are provided to ensure advancements in all areas. Example of the courses under STEM training is “Comprehensive clinical practice in neurology and neurosurgery”, which provide knowledge training on fundamental neurological and neurosurgical management, cerebrovascular problems, management of patient with sleep disorder, seizure and CNZ infection, headache, and other necessary subjects. The program involves lecture, case study, group discussion, and knowledge test and performance evaluation. Other training courses are “Clinical care nurse training for intensive care unit” and “Residency Program for Perioperative Nurses.” 

Through STEM training, BDMS was able to create COE within hospitals by enhancing clinical competence and expertise, improve operational efficiency, build patient trust and hospital reputation, while also increase staff retention and satisfaction rate. 

In 2023, revenue from hospitals under COE increased from prior year by 5.91 billion Baht, with no. of patients increased by 24% from prior year and in 2023, 5,496 of employees or 15% of total employees participated in this program. 

Talent Attraction and Retention 

Talent attraction and retention offer competitive advantages and increase the business opportunity for success. Consequently, BDMS issues policies and guidelines on human capital retention by implementing clear performance evaluation criteria, ensuring the employees’ suitable, fair and worthy benefits. Besides, the Company makes a survey of remunerations provided in the labor market to compare with existing remuneration structure to be competitive with the labor market. Such information will be used for the review and consideration of employees’ remuneration to be in line with the corporate performance. Moreover, the Company shall retain potential employees and prepare a succession plan as well as monitor the level of employee engagement regularly. 

Performance Management System

BDMS sets out the performance management system with similar standard for equality and fairness throughout the entire organization. 

Performance Management Procedure 

• Communicate goals and details of strategic indicators of the Company, starting from top executives to department heads.
• Review the performance with the employees quarterly and report the results to the top executives to propose guidelines to the Human Resources Department for further practice.
• The supervisor must complete the performance evaluation of each department at the end of year to consider the remunerations and provide guidelines for the Human Resources Department to achieve the established objectives.
• The Human Resources Department evaluates results, compared with the established objectives and subsequently allocates annual remuneration and salary adjustment together with the supervisor.

By determining individual competency guidelines as follows : 

• Guidelines on performance evaluation of employees in the organization
• Consideration on job promotion/ transfer/ appointment/ adjustment
• Consideration on remuneration in line with the performance
• Use of results to develop employees’ performance competency

BDMS Management by objectives

Multidimensional performance appraisal  

BDMS initiates the performance management system as well as sets out the standardized and fair system for both personnel and organization. The 360° competency evaluation has the objectives to assess the rewards offered, promote competency development of the employees, specify performance evaluation criteria, job promotion and remuneration payment. Apart from the consideration of core competencies, leadership and responsibility are also taken into account. The objectives are to deliver excellent services and value to all customers. To achieve this end, Key Performance Indicator (KPI), core competencies and leadership competencies must be considered. The core competencies and excellence in ethical behavior, following the organization’s philosophy, business code of conduct and professional integrity must be adhered to and conformed by every personnel. Moreover, BDMS promotes professional culture under the governance principle and provides the services with the utmost safety according to international standards. 

Team-based performance

BDMS sets out the team-based performance of various departments in the organization such as the Digital Innovation Department, to elevate and support the operation to achieve the established objectives. Besides, the Company emphasizes teamwork by determining Key Performance Indicators (KPI) of each department to ensure the team’s incentives in innovation development as well as specifies performance evaluation of employees on a quarterly or annual basis, depending on the project duration. 

Agile conversations 

Bangkok Hospital Headquarter implements the performance evaluation through ongoing agile conversations, starting from the senior executives to the unit level. The Hospital organized the “Huddle Policy for Nurse” project to enable the executives and representatives of related units to attend in daily morning brief in exchange of information. The project covers 4 perspectives as follows:

1. Reflection of issues

2. Readiness of actions

3. Recognition of employees

4. Return of solution

The Huddle can be structured into 3 levels; namely, Unit Huddle, Hospital Huddle and Administration Huddle. This activity helps enhance communication efficiency and cross-functional management, including downward communication and upward communication more effectively

Talent Management Program

Emphasizing talent management to ensure excellent performance and business advancement, BDMS launches the Talent Management Program to ascertain leadership and assignment of significant corporate missions, all of which help foster effective performance and the organization’s growth to respond to constant changes while enabling competitiveness. The program comprises of the following: 

Talent Attraction and Retention 

The supervisors are responsible for sourcing and assessing the candidate’s competency for criteria before submitting the results to the Human Resources Department to summarize rating and present to the senior executives. 

Talent Development 

1) Individual Development Plan Coaching: Perform 360° feedback to identify strengths and weaknesses of each individual for a tailored development plan 

2) Project Management: Assign missions to the talented team to finalize results or alternatives to develop teamwork skills within the provided duration and limitations.

Talent Management Program  

• Acquisition and retention of high potential, enabling long-term competitiveness.
• Organizational culture and value succeeded from the leader to the next level executive.
• Management of limited resources to gain the utmost benefits.

Succession Plan 

BDMS selects and develops talented employees to ensure their career advancement in the organization. The supervisors are responsible for talent assessment, planning competency building and performance monitoring. The successor evaluation and planning are performed annually to ensure successor readiness in case of retirement of executives, business expansion or resignation. The competency building guidelines for each individual are as follows: 

• Evaluation and planning of competency of each successor.
• Leadership training
• Job rotation to learn from related departments.
• Special assignments
• Site visits in Thailand and abroad
• Competency planning for employees at all levels to identify necessary knowledge and skills while supporting learning sessions and evaluation to progress in their career path with adequate knowledge and skills.

Welfares and Benefits of Employees and Their Family 

BDMS determines health and financial benefits for full-time employees as well as promotes their well-being to ensure fair and proper treatment. Examples of such benefits include: 

Apart from the above leave entitlement, BDMS also implements flexible working hours, work-from-home policy and part-time working to promote life and work balance as well as enhances work efficiency and effectiveness. These entitlements only apply to the employees in a specialized field who are not required to work at the office or can work extra hours such as teams of digital marketing, innovation, technology development and operators etc.

Employee Engagement Survey

To understand the needs and opportunities for improvement in employee engagement, BDMS Human Resources Department establishes the guidelines for employee engagement. The key factors related to employee engagement are used to manage and develop the internal human resources management system monitored annually through surveys and initiatives to continuously improve employee engagement. 

BDMS initiates the employee engagement survey annually. In 2023, details of the evaluation and employee engagement survey are as follows:

Data Analysis in Employee Engagement Survey

Aspects in employee engagement survey 

1. Job satisfaction 

Metrics  

Salary, welfare, and benefit, economic security and conditions, career opportunity and advancement  

Example of survey questionnaire 

• Monthly salary is enough for future savings when needed.
• Career opportunity is clearly visible within the organization.
• You have a good relationship with your team leader and team members.

2. Purpose 

Metrics

Acknowledgement of corporate target and core values, organizational pride  

Example of survey questionnaire 

• BDMS core value is consistent with your own value set.
• You are proud to be part of the company.
• You feel that the company’s success is also your success.

3. Happiness 

Metrics

Positive relationship 

Example of survey questionnaire 

• Overall working environment is positive.
• Cooperation and teamwork are clearly found in your department.
• You have a motivation to come to work everyday.

4. Stress 

Metrics

Physical and mental health 

Example of survey questionnaire 

• You are experiencing a burnout from work.
• Pressure at work is giving you stress that affect your personal life.
• The company sees the importance of employee’s welfare, safety, and health.

Long-Term Incentives for Employees

BDMS has provided a long-term incentive program for employees below senior management level, which is tied with employee’s performance. In 2023, BDMS continued to provide long-term incentive program through “Idea Sharing Project”. 

Idea Sharing Project

Description of the incentive program 

BDMS initiated “Idea Sharing Project”, which was in line with company’s strategies to create and foster innovation within the organization in all aspects to enhance risk and crisis management, information and cyber security, and innovative environmental management through the “New S Curve” business model.  BDMS fosters all employees who participate in this project by providing incentive rewards such as engagement point via BDMS Application “Ampos.” Participants whose project passed the final round will be rewarded with recognition and bonus incentive to be paid out quarterly throughout longer than 3-years period or according to the project timeline. 

Telehealth Anywhere Project was one of the successful initiatives from this project, by integrating and combining the innovation of medical technology through providing  4 main key service functions: (1)Tele Consultation (2)Tele Pharmacy (3)Health Mall and (4)Health Package. As a result, patients are able to receive positive experiences throughout their virtual hospital treatment journey. 

 The Paperless Health Information Exchange was another successful innovative project that won the Smart Healthcare in BDMS Awards 2023 Contest. This project sends digital analysis data to facilitate patients and medical staff to access x-ray data by themselves, while also enhance data accuracy and safety. As a result, the project helps reduce waiting time by 70%, budgeted cost by 24%, and increase data safety to 100%.

Average paid-out period 

Longer than 3 years

Percentage of your workforce eligible to the incentive  

64%  of our employees

Linkage to sustainability 

BDMS “Idea Sharing Project” was launched to promote innovation within the organization in all aspects including product development, processes, business model, and environmental initiatives. One of the successful initiatives was the Telehealth Anywhere Project, which enhance sustainability by integrating innovative medical technology. This initiative aims to improve access to healthcare services for all stakeholders, particularly frailty patients suffering from chronic diseases and pediatric patients, while also reducing transportation costs and carbon footprint. BDMS strives for carbon offset or neutrality through these efforts, achieving cost reduction, operational efficiency gains, increased revenue, and talent development. Furthermore, these projects focus on enhancing access to healthcare services, reducing infection risks for customers and medical staff, minimizing waiting times, and optimizing resource use in transportation. Ultimately, these efforts drive operational excellence, encourage employee potential, and contribute to the organization's sustainability goals. 

Freedom of Association

BDMS has established the Welfare Committee following the specifications. The Committee is comprised of no less than 5 employees of the supervisory and operational levels to act as the representative of all employees of every level (100%). The Committee were elected among employees to act as a representative between employer and employee, ensuring fair employee benefits throughout the operations. The Committee shall hold the directorship position for 2 years and shall organize meetings on a quarterly basis or in a case where no less than half of the Committee members request with the aim to listen to their opinion and adjust the operation according to the employees’ opinions or the company’s context. The objectives are to promote employees well-being and ensure healthy, suitable and safe workplace environment.