In the fiercely competitive healthcare sector, where excellence is a matter of life and death, Paras Health has carved out a unique path to success through its commitment to learning and development (L&D). More than just a tool for compliance, L&D at Paras is a cornerstone of its strategy to nurture talent, improve patient care, and drive operational success.
“Our L&D programmes are closely tied to performance metrics,” explains Dr, Shashank Teotia, group head-HR, Paras Health. Employees are not only trained but also evaluated on how well their skills align with both personal growth and organisational goals. This turns L&D into a continuous, measurable process, fully integrated into the hospital’s daily operations.
A significant part of Paras Health’s success lies in its commitment to standardisation. To meet both clinical and non-clinical challenges, the company implemented a structured learning model. Training is delivered through concise, role-specific modules—short videos that employees can easily absorb and apply to their work. “Over 90 per cent of employees reported that these bite-sized lessons helped them retain critical knowledge,” Teotia shares. These modules, available in both Hindi and English, make training accessible to a diverse workforce.
“Our L&D programmes are closely tied to performance metrics. Employees are not only trained but also evaluated on how well their skills align with both personal growth and organisational goals. This turns L&D into a continuous, measurable process, fully integrated into the hospital’s daily operations.”
Dr. Shashank Teotia, group head-HR, Paras Health
Paras Health’s strategy also includes partnerships with nursing and paramedical colleges, creating a steady stream of well-trained students who seamlessly transition into full-time roles. “Nearly 100 per cent of our nursing and paramedic trainees join us after completing their studies,” notes Teotia. By reducing the onboarding time from the industry average of eight to ten weeks to just four to six weeks, Paras accelerates new hires’ productivity.
Unlike many organisations that offer broad, one-size-fits-all training, Paras Health tailors its learning programmes to the specific operational needs of different roles. For instance, nurses working in the Operation Theatre (OT) receive targeted training on state-of-the-art equipment and emergency protocols unique to Paras Health. This tailored approach enables new hires to quickly integrate and perform at full capacity within six to eight weeks.
The impact of this focused learning strategy is clear: Paras has achieved a 15 per cent reduction in skill gaps among new hires, thanks to assessments conducted before and after L&D interventions. By aligning training with operational requirements, Paras ensures that its staff are not only skilled but also fully in sync with the hospital’s unique workflows.
In addition to technical training, Paras Health places a strong emphasis on leadership development. Each year, 250 to 300 employees undergo advanced leadership training, which includes mentorship from senior leaders, workshops on healthcare management, and training in financial oversight and team management. “For critical roles, we receive about 20–25 nominations, and around nine stand out,” says Teotia. This rigorous process ensures fairness and transparency in identifying future leaders.
The results of this leadership pipeline are impressive: more than 50 per cent of the organisation’s leadership roles are filled internally. Teotia proudly notes that all eight of Paras Health’s hospitals are now managed by leaders who rose through the ranks, a testament to the company’s focus on homegrown talent.
To modernise and scale its L&D efforts, Paras Health introduced a cutting-edge learning management system (LMS). This system has allowed the organisation to standardise training across its network of hospitals, particularly in tier-2 and tier-3 cities, where access to advanced training is often limited. With 85 per cent of employees completing at least one module and a 72 per cent completion rate overall, the LMS has been instrumental in ensuring continuous professional development.
Paras Health has also embedded engagement into its L&D framework, creating a work environment where employees feel valued and supported. Each hospital unit develops its own engagement calendar, tailored to the needs of its staff, and monthly meetings track employee development and engagement metrics. This focus on engagement has contributed to a 25–26 per cent reduction in employee attrition.
By embedding learning into performance metrics and fostering a culture of continuous improvement, Paras Health has created a workplace where employees are encouraged to grow while contributing to the hospital’s mission of delivering superior healthcare. As the healthcare landscape continues to evolve, Paras stands as a model for how L&D can drive both operational success and employee satisfaction, setting new standards in workforce development.