2018 Hospital Position Performance Salary Assessment and Distribution Plan
According to the Ministry of Personnel and Finance’s "Notice on Issuing the Reform Plan for Income Distribution of Staff in Public Institutions" , the spirit of Anhui Province's "Notice on Advance Salary (Living) Subsidies in Other Institutions" and the relevant documents of the city's human resources and social security, finance, and health on personnel system reform, and the overall requirements of the national medical reform, combined with the requirements of the hospital office meeting Our hospital actually formulated this plan.
1. The basic principles for formulating this plan:
1. Reflect the increase in wage income;
2. Appropriately widen the income gap;
3. Implement the rules and regulations;
4. Operate fairly, fairly and openly;
2. Fully implement the job performance salary range:
Performance appraisal in the hospital Under the leadership of the leadership group, the Economic Management Office will work with relevant departments to formulate a performance-based salary assessment plan for the clinical and medical technology systems, and the Human Resources Department will work with relevant departments to formulate a performance-based salary assessment plan for the agency's logistics system, which will be implemented after approval by the hospital department.
3. Position performance salary structure system:
Total salary = position salary, performance salary, welfare and security salary
1. Job salary:
Reflect the basic salary of different positions, positions, professional titles, and seniority (prepayment wage subsidy for the basic salary, salary, and salary portion of the current salary schedule).
2. Performance salary
1. 70% of the bonus amount calculated according to the current bonus accounting system will be distributed after monthly assessment. Pay performance wages
2. After assessment according to various comprehensive assessment indicators, performance wages will be paid quarterly. Performance pay is paid quarterly. The composition of the quarterly performance salary is:
⑴. Part of the advance salary for this capital increase;
⑵. The total portion of 30% of the monthly bonus amount each quarter;
⑶. The 30-50 hospitals in the first item above will be provided with separate supporting facilities;
⑷. Various special subsidies and rewards:
a. Surgery, nursing, discharge, night shift and overtime, holidays and other subsidies;
b. Special post allowances at all levels;
c. Special matching rewards for departments with outstanding contributions;
d. Key points at all levels Subject-specific subsidies.
3. Performance-based wages paid through annual assessment and assessment; performance-based wages issued through annual assessment and assessment; performance-based wages issued through annual assessment and assessment as reward wages for achieving scientific research results, achieving discipline construction results, and outstanding achievements in key tasks.
3. Welfare guarantee wages
1. Four insurances and one fund paid by the hospital for employees;
2. Hospital-wide welfare subsidies (a, medical Assistance, b. Difficulty subsidies, c. Holiday benefits, d. Special funds for matching, etc.).
4. Scope standards for performance salary assessment and distribution:
1. The scope of performance salary assessment is the hospital’s assessment of departments and department directors and department director rate assessment teams for department staff. The two-level performance appraisal is conducted separately within the hospital and within the department. The secondary performance appraisal and allocation are conducted separately.
2. The performance salary assessment standard is to design key indicators and assess their scores and weights, so as to realize the actual performance salary paid.
5. Key indicators and score weights for clinical assessment department assessment (divided into months, quarters, and years).
1. Proportional quality control indicators for various key tasks: pharmaceutical proportion indicators, high-value consumables proportion indicators, and general material dynamic quantitative indicators. (Weight 10)
2. Cost and expense control indicators: per capita hospitalization expenses, per capita out-of-pocket ratio, bed-day cost, per capita profit, and per capita variable costs.
(Weight 10)
3. Workload assessment indicators: monthly bed occupied day indicator, average hospitalization day indicator, number of discharges, number of operations indicators, grade nursing workload indicator, science and education workload indicator. (Weight 10)
4. Quality, safety and efficiency indicators: (weight 50) Medical quality control indicators, medical business management and safety indicators, nursing quality and safety indicators, science and education quality and efficiency indicators, medical insurance and agricultural indicators Comprehensive quality and control indicators, service quality and work style construction indicators, hospital quality and control indicators.
5. Department management assessment indicators: (weight 10) assessment of completion of the hospital’s mandatory tasks, implementation and assessment of the core system of department business and administrative management, implementation and assessment of the department’s internal performance appraisal and secondary distribution system Assessment, team building and talent development assessment.
6. Assessment and evaluation of departmental technological innovation or achievement, discipline construction and departmental development. (Weight 10)
6. The key indicators for the assessment of medical technology departments refer to (monthly, quarterly and yearly).
1. Workload efficiency indicator (number of inspection items, quantity of each inspection, per capita workload of each item) (weight 20). 2. Cost and efficiency control indicators: (weight 10) per capita variable cost, return on assets, per capita profit, equipment utilization rate, equipment integrity rate.
3. Medical quality management indicators: (weight 30) assessment of report and diagnosis accuracy and timeliness, assessment of report writing quality and clinical examination application form, medical error and safety assessment, etc.
4. Service quality and process optimization assessment indicators: (weight 10) assessment of patient complaints, assessment of patient and clinical satisfaction with medical technical services, assessment of medical insurance management, and assessment of price and charge management.
5. Department management assessment indicators: (weight 10) Completion of the hospital’s mandatory plans, department business, administrative system implementation and execution assessment, department internal performance assessment and secondary allocation implementation assessment, team building and talent Training and assessment.
6. Assessment and evaluation of departmental technological innovation or achievement, discipline construction and departmental development. (Weight 10)
7. The formal implementation plan must improve the system and establish rules and regulations for various tasks.
1. The hospital formally communicates and reports to the competent department to establish an organizational system, that is, the hospital sets up a position performance salary assessment leadership group, with all hospital leaders participating, the president as the team leader, and a work office under it (all functional departments participate and carry out work in groups) and the Supervision and Promotion Office (discipline inspection party and mass departments and employee representatives from various positions participate). Each business and functional department establishes a performance salary assessment team with the director as the team leader (with the participation of the deputy director and head nurse), and determines full-time (part-time) assessors.
2. The hospital will study and formulate a task allocation table for business functional departments under the leadership of each dean, clarify the responsibilities, tasks, and working time limits of each department, and use this as the main content of the assessment of the undergraduate department.
3. In accordance with the work tasks set by the hospital, relevant departments such as medical care, nursing, quality control, medicinal materials, disciplinary inspection, personnel, and economic management will formulate specific assessment methods for the assessment indicators they are responsible for, and submit them to the hospital for approval. Organize and implement, thereby obtaining various assessment scores and weights and submitting them to the hospital for review and approval, so as to realize the actual performance-based wages paid.
4. According to the requirements of the hospital, the relevant departments have researched and formulated the specific regulations for the hospital to implement the department director responsibility system, and reported them to the hospital department for approval and implementation. 5. While implementing this regulation, relevant departments shall formulate detailed reward and punishment assessment rules for the specific implementation of the department director responsibility system, and submit them to the hospital for approval and implementation.
6. According to the requirements of the hospital, the relevant departments formulate guidance on performance salary assessment and secondary allocation methods for each department. Each department will formulate specific assessment and allocation plans based on the undergraduate situation, and submit them to the college for approval and implementation.
7. According to the requirements of the hospital, the relevant departments shall formulate business process instructions for job performance salary assessment and distribution and specific methods for distribution and payment.
8. Hospitals that implement performance-based pay will centrally assess and distribute various subsidies, subsidies and other personnel expenses in a centralized manner.
9. The hospital will establish a position performance salary assessment information platform to provide data support and information exchange for the hospital and departments to carry out performance assessment in a timely and efficient manner.
10. Implement job performance pay, while retaining file wages and repaying previous capital increases.
11. Summarize the experience after the reform operation pilot, and gradually implement the annual salary system performance salary reform pilot for college leaders, subject leaders, and center directors.