Yam Bahadur Mahat, Chief Executive Officer, Om Hospital and Research Centre Pvt. Ltd.
I began my career in February 1986 as a Front Office Associate at the then Hotel Everest Sheraton in Kathmandu, where I worked for approximately two years. Sheraton Hotels is a renowned chain of 5-star international hotels and resorts. At that time, the Kathmandu Valley population was less dense, and job opportunities for skilled and educated individuals were relatively easier to secure compared to today. A growing number of public and private organisations, including hotels, finance companies, insurance firms, banks, development banks, schools, colleges, and various other businesses, were emerging. However, many sectors were still dominated by the government and NGOs/INGOs.
I was fortunate to have the opportunity to work in the hospitality sector, specifically at a 5-star hotel’s Front Office. The Front Office is a crucial department within a hotel, serving as the primary point of contact for guests. Its primary functions include reservations, guest services, check-in, check-out, telephone operations, finance and cashiering, foreign exchange, room assignments, and inquiries.
As the face of the hotel, the Front Office plays a vital role in creating a positive first impression on guests. The front desk staff interacts directly with guests, making it essential for them to be hospitable and polite to ensure an excellent guest experience that reflects positively on the entire hotel.
Therefore, working in the front office of a 5-star hotel, I have garnered the following skills/ knowledge from my first job:
- Courteous and professional
- Interpersonal skills
- Time management skills
- Communication skills
- Customer service
- Administrative tasks, etc.
My first job at Hotel Everest Sheraton played a crucial role in shaping me into a future corporate leader. It instilled in me the importance of discipline in professional work and exposed me to the work culture of a professional service organisation. Discipline, the practice of self-control, obedience, sincerity and honesty, is essential for both personal and professional success. It enables individuals to fulfil their duties and responsibilities effectively. My initial experience at the hotel undoubtedly contributed to my career growth and helped me reach where I am today.
I aspired to work in the banking sector and transitioned from the hotel industry to banking in 1987. I joined Nepal Grindlays Bank Limited as a Cashier and spent over 28 years in various roles, including six years as the Country Head of Administration. During this time, I had the opportunity to work for Nepal Grindlays Bank, ANZ Grindlays Bank, and Standard Chartered Bank Nepal.
Standard Chartered is a leading global banking group with a rich history spanning over 150 years. With a presence in some of the world’s most dynamic markets and over 1,700 offices in 70 countries, the group offers exciting career opportunities to nearly 87,000 employees from 130 different nationalities.
After that, I joined Tilganga Eye Hospital (Nepal Eye Programme, Tilganga Institute of Ophthalmology) and served as the Chief Operating Officer, Head of Human Resource, and Acting CEO for four-and-a-half years. Tilganga Eye Hospital is a renowned organisation dedicated to providing exceptional eye care services, training, research, and the production of intraocular lenses to prevent cataract blindness.
Currently, I am the Chief Executive Officer of Om Hospital & Research Centre (P) Ltd., Kathmandu, Nepal, a position I have held since December 2020. Om Hospital is a 175-bed general hospital with a staff of 650, including over 120 medical consultants/doctors. It provides world-class healthcare services, including diagnostic, preventive and curative care, at affordable prices to the general public seeking quality healthcare.
As mentioned earlier, my initial career in the hospitality industry at an international hotel chain provided me with valuable insights into professional work culture and discipline.
My second job at a leading international banking group provided me with a 28-year career journey, starting as a cashier and culminating in a senior management role as Country Head of Administration. This experience exposed me to international work culture, professionalism, corporate discipline, and the implementation of both internal and external, national and international processes and procedures.
During my tenure as Chief Operating Officer and Acting CEO at Nepal Eye Programme/Tilganga Institute of Ophthalmology (NEP/TIO), I had the opportunity to delve deep into various projects and programmes, including strengthening hospital management through strong leadership. NEP/TIO is renowned for its community eye care services, research, training and production of intraocular lenses to combat cataract blindness. Through tireless efforts, NEP/TIO aims to alleviate the suffering caused by blindness in Nepal and contribute to the government’s vision of a ‘Prosperous Nepal, Happy Nepalis’.
My current role as Chief Executive Officer at Om Hospital & Research Centre (P) Ltd., Kathmandu, Nepal, since December 2020, is a comprehensive leadership position. We are committed to our tagline ‘We Care for You’ and providing a wide range of diagnostic, preventive and curative healthcare services under one roof at affordable prices, thanks to our dedicated medical and non-medical professionals.
Om Hospital is a pioneer in establishing an IVF centre, catering to patient needs across the board. Our investment in state-of-the-art technologies, including CT scan, digital mammography, digital endoscopy polysomnography, dialysis machines, advanced laparoscopic surgery equipment, the latest ultrasound machines, and newly built modular operation theatres, positions us as a referral centre for gynaecology and obstetrics, haemodialysis, oncology, critical care and complex surgeries nationwide and beyond.
While there are various management practices in private and corporate hospitals, we have found strategic management to be the most effective. By defining the hospital’s future, setting clear goals and developing a strategic plan to achieve them, we are able to effectively guide the organisation.
Strategic planning significantly enhances a hospital’s performance by providing a clear direction and framework for decision-making. It aligns resources and efforts with both short-term and long-term objectives, identifies potential opportunities and risks, and ensures that all units within the hospital work towards a common goal. This ultimately leads to increased efficiency, better resource planning, and improved overall performance.
Strategic planning is crucial in the complex and rapidly evolving healthcare environment. It helps organisations optimise resource utilisation, improve patient care, comply with regulatory requirements, and achieve financial stability.
At Om Hospital, we prioritise patient-centric care, digital transformation, staff training and regular performance evaluations, transparent communication, and team-building initiatives to enhance efficiency and morale.
Human resources, also known as human capital or human assets, refer to the people who make up the workforce of an institution, business sector, or economy. This resource encompasses the knowledge, skills and motivation of individuals.
Management is the process of administering an organisation, whether it’s a profit-oriented business, a non-profit organisation, or a government body. Human resource management is a strategic approach to effectively managing people within an organisation and gaining a competitive advantage.
In recent times, there has been a shift from authoritarian management to participatory leadership. Modern human resource practices prioritise work-life balance, employee engagement, and skill development, reflecting a more empathetic approach.
Effective healthcare management is essential for running successful hospitals and healthcare organisations, whether they are state-owned or privately operated. Strong healthcare management underpins the success of many high-performing healthcare organisations. To achieve this, we must adopt best practices in healthcare management by leveraging the education, experience, knowledge and skills of corporate leaders to strengthen the management practices within Nepal’s healthcare system. We are ready to contribute to this sector at any time.
Experienced corporate leaders with extensive knowledge and skills can collaborate with public and private entities to strengthen management practices in Nepal’s healthcare system. Nepal has a long history of collaboration between public and private healthcare providers. Private healthcare institutions make significant contributions to the health sector and the government has invested in several public-private partnerships. Additionally, NGOs and INGOs have also invested in these partnerships. Various partnership models are operational across Nepal, involving not-for-profit NGOs, private-for-profit hospitals and medical colleges.
Federalisation has made the health system more adaptable to the changing needs of communities. However, challenges such as resource constraints, conflicting policies, poor leadership, and weak implementation mechanisms hinder the delivery of quality healthcare services in Nepal.
Regarding private healthcare service providers in Nepal, many have made substantial investments in infrastructure, advanced medical technologies, and state-of-the-art facilities. They have also focused on attracting and retaining top talent through competitive compensation and benefits packages, as well as fostering a positive and supportive work environment. Additionally, they prioritise patient experience and satisfaction by offering personalised care and holistic wellness programmes.
To address these challenges and improve healthcare access, we are working towards making healthcare credible, people-centric, and affordable. This involves initiatives such as: i) Enhancing Quality and Credibility, ii) People-Centric Care, iii) Affordability Initiatives, iv) Promotional Preventive Care, v) Digital Transformation and vi) Community Engagement.
Throughout my 30+ year career, I have continuously pursued my education, earning an M.A. in Development Studies, an M.B.A. in Marketing, and an M.Phil. in English. I have also participated in numerous training programmes that have supported my career growth, both past and present.
I have successfully built and led robust, results-oriented teams, implementing and delivering significant projects in both my current and previous organisations. I have also excelled in reviewing and effectively implementing management processes, guidelines and procedures to optimise operations and drive revenue growth. Additionally, I have successfully reviewed, upgraded and implemented strategic plans, business plans, employee by-laws, and financial and procurement guidelines to achieve desired results.
The Nepali healthcare industry has undergone significant transformations in recent decades. Initially dominated by government and missionary hospitals, the sector has witnessed a surge in private healthcare providers. This growth is fuelled by increasing demand for high-quality healthcare services, advancements in medical technology, and a growing awareness of health and wellness among the population.
The healthcare industry in Nepal is now characterised by a diverse mix of government, private and international providers. Private hospitals, in particular, have expanded significantly, offering a range of specialised services that were previously unavailable or limited. This increased competition has led to higher standards of healthcare services across the country.
Nepal has significant potential for medical tourism, given its favourable climate and lower labour costs compared to developed countries. However, to fully capitalise on this potential, improvements are needed in various sectors. Alongside advancements in healthcare, infrastructure development, including roads, water supply and electricity, as well as a robust hospitality industry, is crucial.
Nepal’s healthcare policy environment and delivery system have undergone significant changes over the past 25 years, particularly since the transition to a federal system in 2008. This shift has led to a decentralised management structure, empowering district and village development committees. Furthermore, the 2015 constitution enshrined basic healthcare as a fundamental right for all citizens.
For fresh graduates interested in a career in healthcare management, this dynamic sector offers immense potential. As of 2024, Nepal has a shortage of healthcare professionals, with only 30,133 doctors, 68,316 nurses, and 36,446 ANMs. Considering the country’s population of 29,871,000, it’s evident that there is a significant demand for skilled healthcare professionals.
