1.1 establish talent-based concept we firmly establish the concept of "talent is the foundation of the hospital", in particular, the talent-based management concept, the hospital's development goals and the realization of their own value of the talents of the goal of the organic combination of correctly guide the talents in the actual work of innovation, dare to take the lead, to build a successful career, to be the first to achieve the goals of the hospital. The actual work of the courage to innovate, dare to take the lead, to build a career. Not only should the talents be suitable for the hospital today, but also should be cultivated by the hospital so that they can be suitable for the hospital in the long run. According to the different stages of the individual, the hospital makes planning and design for his career development, and carries out the knowledge learning, job selection, position promotion and talent exertion vigorously for him to realize his career goal. For example: 1~3 years after graduation, according to the plan to complete the inter-disciplinary rotation until the finalization of the department; 4~5 years after graduation for the standardized training of residents; 5 years after graduation focus on the development and improvement of professional skills.
1.2Creating a strong learning atmosphere encourages medical staff to take the initiative to charge through various ways to improve their comprehensive quality. Actively recommend and support talents to participate in various academic conferences, encourage scientific research and innovation, establish and improve the matching competitive incentive policy, so that the talents of the talents can give full play to the value of life is fully embodied, and further stimulate the vitality of the talents. Such as municipal, county and city-level scientific and technological progress awards, the hospital and then rewarded 50% and 15% of the prize money, respectively. Won the top three of the examination of the higher authorities also give matching rewards. Department of the introduction of new technologies, new projects, according to carry out the number of cases and the effect of the service, the assessment of reward level and reward amount.
1.3 Focus on continuing education, enhance the core competitiveness of the hospital's personnel, medical education and nursing departments work closely with the continuing education as an important way of human resources development, the full implementation of the continuing education system for professional and technical personnel to improve the quality of business and innovation as the main goal, and to establish an effective mechanism for the management of training. Participation in on-the-job or off-the-job study is encouraged to improve the academic level of medical personnel. Where the hospital agrees to participate in self-study or correspondence teaching, obtains a college degree or above and obtains a certificate of graduation, the hospital will give a reward of 500 yuan. Anyone who obtains the qualification of title, computer, foreign language examination certificate, are given a reward of 100 yuan.
1.4 Efforts to cultivate high-quality professional and technical personnel at different levels and positions in the cultivation of talents and the introduction of talents, spare no effort and allocate sufficient funds for the construction of talent echelon, continuing education, standardized training and outbound refresher training. Further seriously do a good job of discipline leaders, top talents and outstanding young business backbone training, selection, annual assessment, strict dynamic management of the training process, the validation of the "target mission statement", the timely payment of broadband Internet access fees, technical allowances and library materials subsidy fees.
1.5 Respect for talent, caring for talent set up regardless of what work, can become a talent, have the concept of value, respect for the talent's right to choose and the autonomy of the work, and try to find ways to assign each employee to the most appropriate position to play the maximum performance. Such as talent into the hospital, let it fill out the career intention, and try to make it meet.
1.6 for the staff to provide a good space for personal development of the hospital actively for the talents to show their talents, pave the way, bridge, set up a platform, the use of sent out for further training, please come in to teach the way; add the magnetic *** vibration, 1 second CT machine, hyperbaric oxygen chamber and other high, new, advanced equipment; the construction of the medical building, the preparation for the construction of the 16-story hospital room building, so that the hospital to become a second-level hospital of traditional Chinese medicine in the city of Nantong the most thick facilities of hospital. The hospital has become the most well-equipped TCM hospital in Nantong City.
2 Improve the quality of personnel management staff
2.1 Learning management skills to seriously study modern management science, behavioral science, economics, statistics, strategic management and other knowledge, as well as communication, motivation, conflict management and other basic human resources management skills, to improve the overall management capabilities.
2.2 to keep abreast of the times firmly establish the concept of human resources is the first resource, so that the concept, mentality, thinking, perspective, working methods, etc., with the times synchronization; on the talent and on the understanding of the hospital culture, etc., with the pulse of the times; combined with the actual development of the hospital, the development of the hospital human resources capacity building to be able to complete its including human resources planning, talent selection, manpower development, recruitment, deployment, Setting a post, assessment and evaluation, labor wages, labor insurance, communication and incentives, etc., play a good staff for the development of human resources management for the dean, and provide services for the role of the departments.
2.3 Performance management personnel training in the performance management work we attach great importance to and strengthen the training of appraisers, reduce the error of the assessment, do a good job of communication of the results of the appraisal, to reduce the contradictions arising from the appraisal.
3Promote humanized management
Humanized management is a new management concept evolved from modern behavioral sciences, it is through respect for people, caring for people, understanding people, trusting people, tapping the potential of people and play the expertise of people to effectively enhance the potential of people's work and improve the efficiency of the management method.
3.1 Respect for personality, grasp the human nature in the work of both mastering the psychology of the workers, but also the whole activity is based on meeting the needs of the workers, the use of psychological development in line with the laws of the workers, to solve the management of the workers, such as in the work of the workers do not always focus on the error, once there is a mistake, to take a private criticism of the way, because the Chinese people are always very much in love with the face, if the leaders in the If the leader criticizes the workers in public, it will make the workers feel very lose face.
3.2 Strengthen communication and dialogue hospital leaders often in-depth first-line, more talk with the staff, to understand the ideological dynamics of the staff, and seriously listen to the needs of the staff, the hospital's work suggestions and comments, so that the staff in the work of the repression of the psychological can be stretched, the emotions have been cathartic, so that the staff to feel that they are not just a machine of the work is a living, living, by the leadership of the respect of the people, to stimulate the staff to work more seriously, to improve the hospital's work. Work more seriously to improve the efficiency of the hospital. In the process of implementing the regulations on rewards and punishments, the hospital fully embodies the concept of people-oriented management and listens to the voices of the staff. For punished employees, the hospital provides a platform for communication and exchange, to solicit views and opinions on the punishment, such as the hospital to the staff punishment is not appropriate, timely correction.
3.3 The implementation of open hospital affairs, strengthen democratic management respect for the staff's initiative, so that the staff to participate in politics, participate in the management of the hospital and democratic supervision. In the formulation of reform measures, hospital development planning, as well as a number of policies and regulations involving the immediate interests of the staff. Such as the selection of personnel, performance appraisal and distribution system, etc. are discussed through the staff council, reflecting the requirements of the staff. The procedures and results of democratic evaluation of leading cadres, the conditions, procedures and results of the selection and appointment of cadres and other issues related to the interests of the staff are also publicized in the hospital; the hospital has a president's mailbox, bulletin boards and staff opinion collection forms all year round to collect the reflections and opinions of the staff at any time and listen to the different voices. The hospital conducts an annual Golden Idea Award program.
3.4 ruthless rules and regulations, humane operation of the system management should be integrated with humane operation, if the system management is carried out purely, it will cause a psychological imbalance on the staff, the staff is always in the identity of the regulated to work, which is not conducive to the play of the staff's maximum potential and advantages. For example, when dealing with the implementation of medical malpractice liability, we take the protection of the parties concerned as a prerequisite, and to take into account the affordability of the medical staff, fully embodies the educational, punitive, feasibility and continuity.
3.5The humanization of staff quality management is the most intimate guidance and education for the staff to carry out in-depth education on the situation and change the ideological concepts of the staff; to carry out ideological and cultural education, and constantly improve the ideological and moral and scientific and cultural qualities of the people; to play the advantages of propaganda and education positions, and to enhance the effectiveness of the ideological and political work; to take advantage of the diversification of trade union activities, and to carry out colorful workers' cultural and sports activities, and to educate staff to the best of their ability. It also utilizes the advantages of diversified activities of the labor union to carry out colorful cultural and sports activities for workers, and integrates worker education into various activities. Persistently educate the majority of medical staff on medical ethics, so that they set up dedication, honesty, selfless dedication to the spirit of cultivating love, patience, care, responsibility, correct medical style, enhance service awareness, improve service quality, and better provide quality service to patients.
4Establishment of a selection and employment system suitable for the requirements of the times
Establishment of a selection and employment system that is open, equal, competitive and merit-based, and the selection and use of outstanding talents that match the required positions. The hospital has established an internal system in line with the characteristics of the hospital, the change of identity management to job management, and adhere to the system of setting up posts according to the needs, streamlining and efficiency, so that the duties of the posts are clear, the tenure of office is clear, and the use of authority is clear.
4.1 Improvement of post-appointment assessment, management of the hospital since 2001, the implementation of every two years of middle-level cadres competing for jobs. Competition for middle-level cadres, adhere to the scientific concept of development as a guide to moral integrity, recognized by the masses, pay attention to performance and optimize the structure of the principle, and make clear that seniority is not the same as ability, popularity is not the same as the people's hearts, the old is not the same as shrewd, the real business and technical skills with a certain level of courage to grasp the good management of the best people, selected to the middle positions. Really changed the past cadres can only be on not down, can only rise can not be lowered employment mechanism; capable of on, flat to let, mediocre under the competition mechanism. Boldly promoted more than 30 young people with development prospects, completely breaking the concept of seniority. Appointment of duty and democratic evaluation, low satisfaction, staff reflect the general middle-level cadres for admonition. Further incentivize all cadres and workers to love their jobs, pioneering and enterprising, and promote the comprehensive development of the hospital's work.
4.2 All staff competition for employment, evaluation and recruitment of separate from the hospital since 2003 to establish the personnel can enter and exit, the position can be up and down, treatment can be high and low use of talent operation mechanism. So that the staff's knowledge, professionalism, ability, experience, expertise and interest in their positions required to adapt, so that employees can maximize the potential of the post to feel happy. Hospital of the original a Nanjing University of Traditional Chinese Medicine graduates, because of the work attitude is not correct and did not compete to the post and laid off, after two years of reflection and learning competition to the management of computer equipment, the work is very good, recognized by the hospital.
5 from the hospital's objectives, the establishment of a scientific, fair, specific and feasible assessment system
5.1 the establishment of a rigorous comprehensive assessment mechanism quarterly on all types of personnel from moral, ability, diligence, performance, integrity of the five aspects of a comprehensive assessment, summarized at the end of the year. By the individual self-assessment, section assessment, assessment group assessment, and finally by the dean to determine the four grades of excellent, qualified, basically qualified and unqualified, as an important basis for prioritization, evaluation and promotion, to avoid the situation of hello, I'm good, everyone is good. In the work of strict implementation of the assessment standards, widely listen to the views of the staff and the masses, and the results will be fed back to the individual, to seek personal opinions, improve the transparency of the assessment work, mobilize the enthusiasm of the staff, so as to stimulate the enterprising and positive work enthusiasm.
5.2 The performance appraisal system establishes a set of scientific appraisal standards that can reflect the characteristics of the post and the actual situation of the person, and evaluates the work attitude, work ability and work performance of the employees in the work of medical services with systematic and standardized procedures and methods, and in the process of evaluating the different categories and levels of personnel, such as management, medical treatment, medical technology, pharmacy and logistics, etc., to Determine different performance appraisal contents and indicators. The responsibilities and skills of different positions, the complexity of labor and the degree of risk-taking, the size of the workload and other different situations are included in the assessment elements, and the assessment is conducted once every two months, and the results are fed back to the individuals in a timely manner to facilitate their self-adjustment and self-improvement, and to tap their potential. And as the basis for the allocation of performance pay and bonuses.
6 Reform of the distribution system
Individual employee income is a very important tool for human resource management in hospitals. Proper distribution of remuneration can save hospital labor costs, but also mobilize the enthusiasm of the staff. Our hospital from 2003 onwards in addition to the basic salary of the staff, the establishment of salary according to the post, easy to post easy salary, strengthen the distribution of incentives and constraints function of the performance pay system. With performance appraisal as the center, continuous quality improvement and patient satisfaction as the evaluation standard, increase the distribution of employees with high technical content, high risk and responsibility, high work intensity and obvious performance, increase the distribution of technical backbone, and make efforts to tilt to the clinical frontline and excellent technical talents. The real embodiment of "first-class talent, first-class performance, first-class compensation", the formation of the staff's income with the hospital performance and personal performance up and down, and better utilize the enthusiasm and creativity of the staff to enhance the vitality of the hospital, enhance the competitiveness of the hospital's quality.
After a few years of practice we y appreciate, to promote the harmonious development of the hospital business and to meet the people's demand for quality medical services, it is necessary to achieve the optimization of hospital human resources. To realize the optimization of human resources in hospitals, it is necessary to comprehensively apply the principles of modern human resource management to manage, improve the quality of the entire hospital medical staff team, to achieve sustainable development of the hospital.