In the hospital want to internal medicine physician appraisal, then in the appraisal should be how to make the relevant appraisal program? The following is the internal medicine physician performance appraisal program that I share with you, I hope it will help you.
First, the assessment objectives:
In order to motivate the majority of health care workers enthusiasm, follow the patient-centered, hospital interests as the goal of the purpose, reflecting the distribution of fairness, the principle of more work more pay, and promote the harmonious development of doctor-patient relations.
Second, the appraisal organization and division of responsibilities:
(a) assessment group:
Group Leader:
Deputy Leader:
Office:
Members: hospital office, medical department, nursing department, hospital office, finance department, general affairs department and the clinical
medical technology departments. The director, head nurse.
(b) Responsibilities:
Administrative implementation: led by the dean, in conjunction with the vice president, the Office of the Department of the departmental section of the assessment, organized by the Office;
Medical quality: mainly by the dean of the business in conjunction with the Medical Department, the Nursing Department of the organization of the assessment; financial indicators: by the dean of the business in conjunction with the Medical Department, Nursing Department, the Department of Finance, the assessment of the Department of Finance organization;
Section Management: mainly by the business dean, the Medical Department, Nursing Department, hospital office assessment, organized by the Medical Department;
Patient satisfaction: mainly by the Medical Department, Nursing Department, hospital office assessment, organized by the hospital office.
Continuing education: mainly by the hospital office, medical department, nursing department and other departments and sections of the assessment, organized by the medical department.
Third, the assessment is based on:
The national government regulations; hospital management system and the spirit of the meeting; the job responsibilities of the departments and workflow; the responsibility of the departments and business mission indicators.
Fourth, the performance indicators assessment and rewards:
To the task of the hospital as the standard, according to the savings and losses to reward and punishment.
(a), clinical departments:
The number of work (i.e., the number of discharges or the total number of bed days completed by each inpatient physician per month, the number of daily consultations completed by outpatient physicians, the number of income hospitals), outpatient and inpatient business income and other content.
20xx business income overall target million yuan, broken down into clinical departments annual and quarterly goals, and according to the implementation of the assessment and rewards and penalties:
According to the hospital to the clinical departments to develop the business objectives of the overfulfillment of the overfulfillment of the income to give economic incentives: quarterly goal of the overfulfillment of the income of the 3% reward to the department, the annual goal of the overfulfillment of the income of the 5% (overweight ratio <. 5%), 6% (5%<=excess proportion<10%), 7% (excess proportion>=10%) reward to the section.
The emergency department does not apply to the first article,
1, to the outpatient volume and income hospitalization as the goal, the annual annual outpatient volume target person times, the annual admission target person times, to maintain the outpatient-hospitalization ratio of more than 3. 8%.
Exceeding the outpatient volume quarterly award at 4.5 yuan / person reward, annual award at 7.5 yuan / person reward, exceeding the admission of hospitalization quarterly award at 110 yuan / person, year-end award at 185 yuan / person reward.
Door-to-door ratio if not up to standard quarterly by the difference of 110 yuan per person, annual by 185 yuan per person, deductions and penalties, deductions and incentives amount to zero.
2, section reward allocation principles: A, single person section full reward to the individual, attendance is not satisfied with the proportion of attendance issued; B, large section: 30% of the director of the section, 10% of the head nurse, the other 60% by the section director and the head nurse according to the attendance and performance of the work to be allocated to the section staff, if the director of the section and the head nurse attendance is not satisfied with the incentive cycle, according to the actual attendance of some of the bonuses issued, and the rest of the transfer of the section staff distribution. The rest will be transferred to the department staff for distribution.
Employee distribution is best done by individual coefficients, which is the distribution base determined by the individual's title and position.
3, the annual objectives of the departments: obstetrics and gynecology 10,000 yuan, surgery 10,000 yuan, internal medicine 10,000 yuan, pediatrics 10,000 yuan, rehabilitation 10,000 yuan, dermatology 10,000 yuan, hepatology 10,000 yuan, urology 10,000 yuan, emergency department outpatient volume of people admitted to the hospital.
4, the quarterly goal of each department:
Description: A) outpatient income to the outpatient fee room to calculate the amount of money received;
B) inpatient income to the monthly settlement of inpatient costs, the patient has been discharged, but the month of
25 days of the cost of the unsettled not counted in the income of that month;
C) the settlement of the bill to the amount of money to account for the 25th day of the month. Calculated.
(2), medical technology, administrative logistics, functional departments of the performance of the wage distribution coefficient for the clinical departments per capita allocation of 0.8.
Such departments of the performance of the wage = the clinical departments per capita allocation of 0.8 * individual coefficients + quality assessment results.
V. Quality index assessment:
The total allocation of quality assessment score 100 points.
When the performance appraisal results in 100 points, performance pay = financial indicators * individual coefficients; when the performance appraisal results are greater than or less than 100 points, it will affect the performance of the salary allocation, then performance pay = financial indicators * individual coefficients + quality assessment results.
That is, 1 point = 10 yuan (or 100% of the corresponding performance income, each point is deducted 1% penalty); only the terms of the award and fine in addition to the actual award and fine, in the performance appraisal is no longer rewarded and punished points.
When the appraisal deduction exceeds the amount of points allocated to the item, the deduction to the full amount of points allocated to the item until the end, no longer involved in other items.
(A) administrative implementation: Allocation: 100 points
1, resolutely obey the instructions of superiors, obey the leadership arrangements, loyal to their duties.
25 points, or 25 points deducted;
2, abide by the hospital system, follow the management process.
25 points, or 25 points;
3, to comply with the administrative discipline, uploaded on time, the order is forbidden.
25 points, or 25 points;
4, the successful completion of the task indicators and temporary tasks in a timely manner.
25 points, or 25 points.
5, for the implementation of advanced departments and offices or individuals, in addition to reward.
(B) medical quality: basic points: 100 points
According to the hospital's existing medical quality assessment program (subdivided into departments)!
Serious problems in medical quality will be based on the objective facts and circumstances, in addition to deducting points can be held responsible.
(C), section management: assigned points: 100 points
(1) work plan: monthly and weekly plans, task decomposition, reviews and summaries.
If there is no written record of each deduction of 10 points;
(2) registration system: clear and traceable, well preserved.
Otherwise, 10 points will be deducted each time;
(3) meeting activities: to comply with the morning meeting, weekly meeting and other various meeting systems, and records can be found.
Otherwise, 20 points per deduction;
(4) safety management: section and building fire and other emergency equipment and facilities are intact, and can be skillfully operated.
Otherwise, 10 points per deduction.
(5) solidarity and cooperation: the department inside and outside the relationship is harmonious, good collaboration, teamwork awareness.
Otherwise, deduct 20 points.
(6) health order: neat and clean, standardized and orderly.
Otherwise, deduct 10 points
(7) Labor discipline: abide by the working hours, comply with the leave system, comply with the workflow, and complete the work tasks on time.
Otherwise, according to the relevant system to deal with, and each additional deduction of 20 points.
(D), customer relations: basic score: 100 points
Customer relations refers to the quality of the whole process of medical clinical and medical technology departments to patient services, the second refers to the quality of the whole process of the administrative and logistical management departments of the medical front-line departments of support and services,
also includes the hospital department departments and departments, as well as hospitals and the outside world of the relationship between the various kinds of; (1) Instrumentation: Instrumentation dignified, neat dress, work must wear work; (2) service attitude: speak kindly, civilized demeanor, treating people warmly and generously; (3) service skills: good professional skills, can smoothly solve the guest; (4) timely service: to the superiors, the customer's needs wherever the needs of the time to be able to solve; (5) for the patient to get the thank-you letters, banners, or other forms of recognition; VI, assessment methods and results; 1, Performance pay = performance indicators commission * personal coefficient + quality
Also includes the degree of rapport and the state of various relationships between the hospital departmental sections and hospitals and the outside world.
(1) Instrumentation: Instrumentation, dress neat and tidy, work must wear work clothes and wear a license plate.
Otherwise, 10 points will be deducted each time.
(2) service attitude: speak kindly, behave civilized, treat people warmly and generously, try to think of the customer, try to make the customer satisfied.
Otherwise, deduct 10 points.
(3) Service skills: good professional skills, can successfully solve the customer's needs.
Otherwise, deduct 10 points.
(4) Timely service: to the superiors, the customer's needs that can be solved at that time 'must be solved at that time, and those that can not be solved at that time must be explained clearly and in a timely manner.
For the time limit (agreed), must be completed within the time limit (agreed).
For superiors, customers do not have a clear concept of time, can be completed within three working days; more complex things can be delayed until the completion of seven working days, especially complex must be completed in 15 working days.
In the process of completion, there are special reasons can not be completed on time, to explain to the superiors, customers.
Otherwise, each time the deduction of 30 points, the situation is serious in addition to the responsibility.
(5) For the patient's letter of thanks, banners or other forms of recognition, in accordance with the provisions of another award.
(6) Customer satisfaction survey pass rate must be more than 85%.
Less than 85% of each decline in percentage points in accordance with the performance of percentage points deducted accordingly.
If you accept a patient's red packet gift or by the patient, outside, internal complaints or even doctor-patient disputes, according to the objective facts and circumstances, in addition to deduction of points will be held responsible for other responsibilities.
Sixth, the assessment method and results
1, performance pay = performance indicators commission * personal coefficients + quality assessment rewards and penalties results
2, if the quality of health care and customer relations program in the emergence of serious problems, can be a one-vote veto, that is, the deduction of all the performance of the salary, and pursue other responsibilities.
3, this assessment program is generally for the section, the section and then the second level of assessment allocation.
The departments can develop more detailed assessment rules under certain principles, but need to be approved by the hospital for the record.
4, the form of assessment is mainly the superior to the lower level, the department in charge of the section of the subordinate department section.
5, take the daily assessment and quarterly (monthly?). Centralized assessment in the form of a combination of rewards and punishments in a timely manner.
Quarterly assessment of advanced units and individuals in addition to reward/
6, the end of the year assessment is in the quarterly assessment of the basis of a comprehensive synthesis, the end of the year assessment of advanced units and individuals in addition to reward.