Functional departments as the backbone of hospital management, is to urge the implementation of the hospital management program objectives of the important hub. The implementation of performance management of the functional departments, can constantly strengthen its performance and service consciousness, stimulate its vitality and efficiency, enhance its ability and quality, but also to enhance the management of the hospital is the inevitable requirements of the efficiency of the hospital. The author has experienced this through years of consulting practice.
First, the hospital functional department performance appraisal of the problems existing in the management
1, the work of the objectives are not clear, the functional departments in accordance with the self-defined work objectives, the lack of analysis of the strategic objectives of the hospital and thinking;
2, the work of the planning is not enough, can not be done to look forward to the planning, resulting in temporary More work, a lot of work in a hurry to cope with the completion of the quality is not high, the effect is not ideal;
3, the work of the active consciousness is not strong, passive acceptance of the task, the initiative to serve less;
4, the ability to innovate is not enough, the work of the rules and regulations, in the innovation of the work method, creativity in carrying out the work of the other aspects are still very weak;
5, the collaboration between the sections is not smooth, and some of the work involves more than one section, there is a mutual shirking of responsibility, the work of the other sections. The first time I saw this, I was in the middle of the night, and I was in the middle of the night.
In response to the above, the hospital should introduce the concept of functional departmental performance management to carry out functional departmental performance appraisal, in order to promote the continuous improvement of its management and enhancement.
Second, the functional department performance appraisal indicators, evaluation standards and assessment methods
The hospital should be through the application of balanced scorecard, target management, key performance indicators and 360-degree evaluation of four performance management tools, the establishment of scientific and reasonable, objective and feasible performance appraisal indicators of the functional department system.
1, basic indicators
Basic indicators are the embodiment of the most basic requirements of the functional departments to do their jobs well, covering the work that must be done. The establishment of basic indicators can effectively reduce the work of various departments due to the heterogeneity of the work caused by the difficulty of horizontal comparison and other issues. Under the basic indicators, there are two secondary indicators, namely, performance of duties and responsibilities and safety management. The main assessment of the performance of the functional departments is whether they effectively fulfill their duties and the strategic objectives of the hospital, and the safety management mainly guides the departments to establish a sense of red line of safety and bottom line thinking, and do a good job of safety risk control.
Evaluation criteria. Evaluation criteria for the performance of due diligence to measure the basic work of the functional departments of the various indicators and the upper level and the hospital regulations in line with the situation, the lack of part of the proportional deduction, due to major errors in the performance of incompetent, the calculation of this by 0 points. The evaluation standard of this index grasps the principle of analyzing the specific situation, and is based on the job responsibilities of each department and the strategic objectives of the hospital.
Assessment method. The method of assessment is to obtain the corresponding data through the hospital information system, and combined with the self-assessment of the department and the situation report, the assessment team audit scores; safety management assessment method is to carry out regular safety inspections, in accordance with the safety inspection scoring form on-site scoring.
2, complete the work
Completion of the work is the specific embodiment of the functional departments to fulfill their responsibilities, the completion of the work of the number, time, good or bad can reflect the management level and working ability of the department. This indicator is set up under the completion of planned work, temporary work completion and creative work completion of three secondary indicators. The core of the assessment is to guide the departments to improve the planning of work, while encouraging creative work.
Evaluation criteria. The work completed by each section during the assessment period is listed in the statistics, compared with the annual work plan, categorized according to planned work, temporary work and creative work, and scored by work attributes, calculated the total score and divided by the number of positions in each section, with the highest scoring section as the full score, and the actual score of the project calculated by the ranking of the other sections in order of priority.
Appraisal method. Monthly by each section against the last month's work plan to report on the completion of the work, included in the last month's plan and completed for the planned completion of the work, creative to carry out the creative completion of the work, the rest of the temporary completion of the work, and to provide supporting materials, by the appraisal team to review the scores.
3, internal management
Internal management mainly emphasizes the control of the internal order of the section, under the two secondary indicators of attendance and office order, focusing on ensuring that the personnel on duty in place.
Evaluation criteria. Attendance evaluation criteria based on the overall attendance rate of the section; the head of the section unauthorized absence, as well as the superior inspection is not in place, unapproved without reason not to participate in the collective activities, office order evaluation criteria are not in accordance with the provisions of the placement of items, documents are not organized and filed, the office order is disorganized, or the superior inspection by the criticized, according to the provisions of the points deducted.
4, learning to grow
Learning to grow is to continue to improve the management of the functional departments of the inherent requirements, set up business learning, business guidance and teaching and research three secondary indicators. Business study is mainly to assess the functional department regular learning to carry out, in order to urge the department through continuous learning to enhance the theoretical level; business guidance is mainly to assess the functional department regular clinical work guidance, in order to urge the department through practice to find problems, solve problems, and continue to accumulate work experience; teaching and research is mainly to assess the functional department to summarize the experience of the formation of the ability to teach and research results, in order to urge the department to continue to sublime Theoretical knowledge, better applied to the practice of service management.
5, evaluation at all levels
Evaluation at all levels is not only an evaluation of the management and service effect of the functional departments, but also an effective feedback on the problems in the work process, which helps the functional departments to find their own deficiencies in time, in order to urge them to improve in a timely manner. The evaluation of each level of the evaluation of the leadership of the hospital, the evaluation of the clinical medical and technical departments, the evaluation of the administrative staff of the three secondary indicators, the evaluation of each level of the evaluation of the focus is different.
Evaluation criteria.
The evaluation criteria for the evaluation of clinical and technical departments is based on the "grass-roots evaluation of the quality of service evaluation of functional departments statistical table" for quarterly scoring, mainly including whether the troubleshooting is in place, whether the work guidance is strong, whether the tracking of the thoroughness of the results of the inquiry, whether the warmth of the attitude of service, whether to respond to the problem of the timely and so on, based on the result of the rate of satisfaction with the results of the evaluation of the correction coefficient.
The evaluation criteria for the evaluation of administrative staff is based on the quarterly "Functional Section Work Satisfaction Rate Assessment Table", which mainly includes whether the performance of duties is effective, whether the sense of innovation is outstanding, whether the service guidance is standardized, whether the work is smooth, whether the management of the section is in place, etc., and the results of the rate of satisfaction as the evaluation of the corrective coefficients.
Appraisal method. The organization carries out the evaluation of the leadership of the hospital, clinical medical and technical departments and administrative departments, and scores the assessment based on the results of the questionnaire evaluation.
Third, functional department performance management organization and implementation
1, plan: performance appraisal process and plan development
(1) the establishment of the assessment team. In the hospital set up a functional department performance appraisal office, responsible for the assessment of indicators screening, implementation of the program development, departmental work plan validation and supervision, organizational assessment, review of materials, statistical results and feedback.
(2) assessment process. Functional section performance appraisal is divided into monthly assessment, semi-annual assessment and annual assessment, respectively, the organization to carry out, the main operational process for the development of the program - performance training - section self-assessment - on-site assessment - summary audit - results statistics - feedback evaluation - performance incentives.
(3) Program development. Performance appraisal should be the wind vane and baton to guide and standardize the department. Work along the hospital's strategic direction. Do a good job of forward-looking planning is to ensure that the performance appraisal of the key to effective. A, the development of strategic objectives plan, at the beginning of the year on the hospital's strategic objectives of the decomposition, clear annual work objectives of the hospital, and then according to the responsibilities of the functional departments and division of labor to develop the corresponding basic objectives of different departments, and further refinement of the objectives of the assessment criteria;
B, the development of specific work plans, the departments based on the basis of the basic objectives of the detailed planning of the annual work plan, including the work task, the work objectives, completion time, the person in charge and so on.
2, implementation: performance training and organizational evaluation
(1) performance training. Organized by the Performance Appraisal Office to hold an assessment of the deployment of the work of the meeting, the "functional sections of the performance appraisal of the implementation of the program" issued to the sections and training, so that the sections of the assessment of the purpose of clarity, orientation, standards and methods, to reach a **** knowledge, and better to assess the indicators as a traction to promote the implementation of the work.
(2) Organization evaluation. Within the assessment cycle, each department in accordance with the assessment indicators reported self-assessment materials, the assessment office combined with the hospital information system statistics, summary review of monthly work completion, evaluation at all levels, attendance, on-site inspections, etc., in accordance with the weighting of points assigned to the calculation of performance scores.
3, check: performance feedback and communication
The purpose of conducting performance appraisal is not to constrain the department, but to find problems through the assessment, timely improvement, so that the management of the functional departments to continue to improve the effectiveness. In this process, effective communication and feedback is crucial. In actual operation, through timely feedback of the assessment results to the functional departments, full communication has increased the participation of the examined departments while ensuring the accuracy of the assessment results. The organization held a half-year and annual performance management evaluation meeting, based on objective data to implement the evaluation, through the horizontal and vertical comparison, to help each section to find their own construction shortcomings, put forward suggestions for improvement and assist in the development of improvement measures, etc.
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This is the first time in the world that a company has been able to achieve this.
4, performance improvement and rewards
(1) performance improvement. Functional sections according to the results of the assessment, the organization held a continuous improvement of the quality of each section, in-depth analysis of the reasons, find the crux of the problem, and timely adjustment of the next step in the work of the key content and plan, do a good job of continuous improvement records. The performance appraisal office according to the implementation of the assessment and feedback from the department, timely adjustment of the assessment indicators, standards, methods and content, and constantly improve the assessment program, the formation of closed-loop management.
(2) performance incentives. Strictly linked to the assessment results and the section of the evaluation of excellence, while the assessment results as a functional section of the person in charge of the evaluation of the important reference basis to ensure that the implementation of the effect.
The implementation of performance appraisal of functional departments, assessment indicators as long as the scientific and reasonable, objective and specific, fair and impartial, the assessment results can be recognized by the examination of the department, will be able to stimulate the creativity, innovation and vitality, enhance the effectiveness of the management, and achieve the desired purpose and effect.
In summary, the hospital functional department performance appraisal is an indispensable and important part of the hospital's total performance management, but also a difficult point of performance management within the hospital. In specific practice, it is necessary to constantly innovate the assessment method, simplify the operation process, and increase the application of information technology means to make it more objective and operable.