Medical talent is the core of hospital development. With the implementation of various medical reform policies, such as the implementation of multi-point practice and the rise of private medical care, this allows doctors to have more choices in their appointments.
In this context, how do public hospitals retain doctors? How does private medical care attract doctors? How to improve the doctor's recognition of the hospital through talent introduction, training and innovative personnel management? This is a problem faced by major hospitals, and there is an urgent need to find a solution.
In order to promote the exchange and practice sharing of hospital human resource management experience, Lilac talents and the First Affiliated Hospital of Sun Yat-sen University held the 2018 China Medical Human Resource Management Seminar in South China Station, inviting experts from the industry to share their human resources management in the hospital. Achievements in the field, in order to help medical human resources workers and hospital administrators to better do human resources work.
Among the contents shared by these experts, we selected five of them, namely, Luo Teng, Party Secretary of the First Affiliated Hospital of Sun Yat-sen University (hereinafter referred to as “Zhongshan First Hospitalâ€), and Peking University Third Hospital (hereinafter referred to as “Northern Medicineâ€. Party Committee Secretary Jin Changxiao, Secretary General of China Medical Human Resource Managers Union, Director of Senior Talent Development of Lilac Garden Han Wei, Deputy Director of Nursing Department of the First Affiliated Hospital of Zhengzhou University, and Xihua Hospital of Sichuan University (hereinafter referred to as “Huaxi†Hospital") Minister of Human Resources Yu Yu.
These guests explained the role of medical talents in the development of hospitals from different perspectives. Some are from the traditional top three hospitals, some rely on the Internet + technology to improve human resources management, some from the perspective of nursing staff to see the management of the hospital, and some from the hospital group development to tell how to systematically train talent.
Luo Teng, Secretary of the Party Committee of Zhongshan First Hospital: The development of the hospital relies on hard power + soft environment, the details are very important
The First Affiliated Hospital of Sun Yat-sen University, referred to as Zhongshan First Hospital, was founded in 1910. It is a national third-class hospital and national baby-friendly hospital. The number of employees is 5,869; the annual emergency number exceeds 4.9 million, the number of open beds is 2,850, the number of hospitalizations per year is 71,800, the number of discharged patients is 106,100, and the use rate of hospital beds is over 95%. Direct service The scope of patients is radiated from Guangdong to the whole country, Southeast Asia and even overseas. In the past three years, 382 new technologies have been launched, filling 55 technical gaps at or above the provincial level.
Zhongshan First Hospital insisted on the leading role of the medical national team, leading the role in difficult diagnosis and treatment, personnel training, scientific and technological innovation and social services, such as "no ischemia" transplantation technology, peritoneal dialysis "Guangzhou model", " A series of innovations such as Shenqiao's repair materials and critical illness treatment system.
Luo Teng has been engaged in human resources management for many years. She believes that for hospitals, human resource management and talent work are important tasks for hospitals. In the long-term practice, each hospital has formed its own unique ideas and systems. She introduced a small story of the First Courtyard of Zhongshan.
In her view, human resource management includes the logic of talent management, compensation management, promotion, talent team building, and personnel exit. In such a system, scientific evaluation mechanism, perfect resource security, strong academic atmosphere and effective induction model are important factors to promote talent development.
From the perspective of human resource management, the introduction of talents is only the first step, and more importantly, how to create conditions for talents, so that the talents introduced can take root and achieve results. Therefore, in addition to the allocation of human resources and the construction of the team, it is necessary to form an effective development system, and the construction of the environment and atmosphere is indispensable.
The biggest feature of this is that it falls on the "small things" of one piece, and the small things that seem to be a big thing. Because every positive little thing spreads out, it will form the effect of talent gathering. Therefore, an individual's small things are often inseparable from listening, following, responding to spreading.
For example, in the operating room of Zhongshan No.1 Hospital, when the patient entered the operating room, seeing the doctors wearing the same clothes, wearing the same hat and mask, you don't know who is who. The doctors in the anesthesiology think of such a "self-introduction" method, they write the doctor's name on the surgical cap, give the patient a comfort, relieve the patient's anxiety before and after surgery. The "blue hat" is still an identity. After wearing the "blue hat", the doctors have a better understanding. This is a very small thing, but I didn't expect that after the news came out, I got a lot of praise.
This year's Spring Festival, a video of a dance directed by doctors in the anesthesiology department of Zhongshan No.1 Hospital, which has hundreds of thousands of episodes on the Internet, has won a lot of praise. This little thing is spread out by the doctor's healthy image.
A good atmosphere even determines the academic environment and overall culture of a hospital. The hard power and soft environment of the hospital play an irreplaceable role in the development of the hospital.
Jin Changxiao, Party Secretary of Peking University Third Hospital: Hospital Discipline Construction and Talent Planning
Since the new medical reform, public hospitals hope that it will return to public welfare and maintain the sustainable development of the hospital. Mainly implemented from five aspects, including grading diagnosis and treatment, modern hospital management, universal health insurance, etc., but where should the hospital start?
Jin Changxiao believes that hospital management should start with a big focus and a small place. At the macro level, the first is the health problems brought about by the aging of the population. Secondly, is the hospital's own brand positioning and cultural construction whether to differentiate the development mode. At the micro level, hospital talents and disciplines can only serve more patients by introducing better talents. Therefore, hospital management needs to maintain a special quality. Not every hospital has a particularly strong comprehensive ability, and some may be very strong, and may still be more general. Its core and foundation are still how to return to the source and common sense, and then on the basis of innovation. If there is no foundation for innovation, it is a castle in the air.
From a global perspective, world-class universities and first-class hospitals have made discipline construction the focus of their work. The disciplines of the Third Hospital of Beijing Medical University are not the same as other disciplines. Direction, team, discipline incentives, and space are the foundations, and talent construction is the core. Hospitals should build corresponding platforms and make these platforms the base and foundation for talent incentives. In addition, there must be more innovations in personnel management and full play.
In the development of disciplines, different people may have different understandings. The development of the discipline of the Northern Hospital of the Third Hospital also goes through three stages. One is to build a resource around the hospital to meet the requirements of the patient; the second is to improve the treatment of the disease; the third is to maintain competition among disciplines. This is the reason why the Beijing Third Hospital focused on scientific research and changed from the original service type to the research-oriented hospital. This is also inseparable from the construction of talent teams and the matching of various resources.
Two years ago, Peking University Medical Department changed its name to "Peking University Medicine", opened up the concept, better integrated computer, humanities, engineering, etc. In the process of cooperation, proposed clinical medicine + X, hope that doctors and professors will find problems in the clinic, Condensing problems, asking questions, X, for example, the College of Life Sciences, the School of Computers, etc. to help them solve clinical problems, this is a relatively normal idea of ​​discipline construction.
In this process, factors that affect the construction of the entire discipline? The first is talent, the second is the team, the third is the platform, and the fourth is how to have a better mind to do the cross. How to choose talents? From the perspective of the ability of the subject director, there must be clear attitudes and requirements. One is to think about the prevention and treatment of diseases from the perspective of the state, and the other is to be highly sensitive to new ideas and concepts, and full of passion in this respect. The third is to build a talented echelon. In particular, the director of the selection department must self-recommend, and the recommendation is not acceptable. Only those who have a conscious and voluntary spirit can be the leader of the team.
From the perspective of the hospital, the strength of a person is limited. I always hope that the team is getting bigger and bigger. But after the team is big, if there is no good vision and good strategic goals, and the work is dispersed, the mutual strength is Offset, how to form a common vision and goal consistency, this is what human resource managers need to think deeply.
From the perspective of overall talent introduction, each hospital will face some problems with the breakdown of talents. Therefore, in these issues, how to do a good job of introduction, give him better conditions, and not hurt the original talents is more worthy of good thinking.
How to do a good job of cross-disciplinary? With the development of the medical profession, the division of the whole subject is becoming more and more detailed, and the knowledge explosion cannot be done well. He hopes to use more schools and resources outside to ensure the abundant resources in this process. The interdisciplinary research like the dean of the hospital and the team of Peking University is very good. The single-cell gene sequencing goes to the family hereditary. Work has done a lot, and they have also received great attention from national leaders.
What are the conditions for discipline construction? The first is investment. In addition to the state-specific funds, the hospital itself has to make corresponding investments. If there is no investment in funding, many things can't be done in the current competition of disciplines. The second is how to do the top-level design, that is, to clarify the corresponding goals. The third is to do a good job of corresponding planning. The resources of human resources, resources for resources, and resources for space are relatively limited. This is clearly defined. The fourth is to promote the development of general disciplines through some dominant disciplines, that is, to begin to establish some concepts of the subject group.
How to motivate? Of course, different hospitals have different practices. He hopes that the evaluation system and the development of the discipline will be combined. Disciplinary construction is doing something, doing something wrong, and secondly, facing the future, Lide Shuren, because as a subsidiary hospital of the university, it also faces the work of undergraduates and disciplined students. If it is biased, May be harmful to society. The third is to abide by the innovation, and the company must follow the law of the development of the hospital and the law of the development of the discipline, instead of breaking away from the original law in this process.
Although the system of planning and cultivating talents is more and more complicated, the talents of each discipline can be selected, used, bred and retained from four aspects. "Even if it is possible for our talents to be cultivated and flow to other institutions, it is important to think in the top design." Jin Changxiao said frankly.
With the selection of talents, especially after the selection of young backbone talents, how can he grow as soon as possible? One is to adopt a tutor system, and the other is to establish a workstation for young scientists. After such a workstation, there are reading clubs, experience sharing, and monthly regular meetings, through which they can be effectively integrated.
The future development trend of hospitals is not only surgical robots, but also human-computer integration. At the same time, a doctor has to manage a healthy population in addition to the patient. The human resources management of the North Hospital of the Third Hospital is suitable for all hospitals. It is considered that the evaluation of the overall human resources performance of the entire health industry is suitable to be summarized by the 28th law. That is, 80% of people work to live better. So how do you inspire 20% of the talent? In the assessment, the workload, work quality, efficiency, research, teaching and other indicators are redefined.
Zheng Xiaoping, the First Affiliated Hospital of Zhengzhou University: How to manage more than 6,000 nurses, the annual turnover rate is less than 1%
The First Affiliated Hospital of Zhengzhou University was founded in 1928. It is a three-level general hospital integrating medical treatment, teaching, scientific research, prevention, health care and rehabilitation, with strong rescue ability, high scientific research level and international communication ability. The provincial government built a hospital. The hospital has three hospitals, including Hefei, Zhengdong and Huiji, and 12 hospitals. The number of beds is 8,500, forming a group development model for each district, in accordance with the principle of “doing fine, high quality and sustainable developmentâ€. The development strategy, adhere to the "advantaged development, homogenization management, standardization construction, standardized operation", and actively provide quality medical care services for the majority of patients.
As the largest base for training senior nursing talents in Henan Province, as of 2018, the hospital has 6507 nursing staff, and the annual turnover rate is less than 1%. You can't help but ask how such a large team manages?
The hospital leadership attaches great importance to and supports the construction and development of the nursing team, implements the homogenization management of the first district and the three districts, implements the responsibility of the director of the nursing department under the leadership of the dean-direct deputy dean, and improves the director of the nursing department - the head nurse - nurse The three-level management system implements the performance appraisal and compensation system, improves the incentive mechanism, fully mobilizes the enthusiasm of nursing staff, cooperates with the whole hospital, cooperates with multiple departments, and further promotes quality nursing services.
Establish a system, standardize management, improve the three-level nursing management system, establish a reasonable echelon of nursing management personnel; implement target management for the nursing management team, sign a target management responsibility book every year, dynamically monitor the implementation of indicators, optimize management strategies; strengthen nurses Long-term team management, regular evaluation of the head nurse's management ability, specialist nursing ability, scientific research ability, nurses and patient satisfaction.
The training of nursing management personnel is carried out in various forms, such as the training of the head nurses in the hospital, the training courses of the newly-employed head nurses, the training courses of key head nurses, the quality control standards and the evaluation method training courses, etc. The assessment results are analyzed and tracked.
At the same time, nursing management personnel are encouraged to participate in academic activities at home and abroad, to listen to academic lectures by domestic and foreign experts (legal experts, management experts), to broaden their horizons, grasp the frontiers of disciplines, and improve nursing management and service capabilities. Strengthen cultural construction, pay attention to humanistic care, enhance professionalism and feelings, and enhance the cohesiveness of nursing teams.
The nurses' posts are managed hierarchically according to the nurse's academic qualifications, professional titles, abilities, and seniority. The proportion of nursing staff at different levels in different types of nursing units is different, energy level correspondence is implemented, and human resources management is optimized to allow more senior titles and senior management. Level nursing staff stay in the clinic and provide specialist quality care services. Guided by the "post demand", we will carry out all-staff training, adopt new pre-employment nurses and post training, nurse stratification training, specialist nurse training, specialist knowledge training, two-year standardized training, etc. to achieve standardized and specialized nursing services. And standardization. Apply nursing information management platform, implement online training and assessment, realize dynamic monitoring training effect, and improve nurse satisfaction. Implement performance management for nursing staff, tilt the clinic, achieve equal pay for equal work, and earn excellent rewards. Support nursing staff to pay for training and study at home and abroad, improve overall quality and promote career development. Strengthen nurse behavior evaluation, conduct nursing quality evaluation, conduct patient satisfaction survey, and improve patient experience.
Improve the quality control system of tertiary care, optimize the evaluation standards and management methods of nursing quality, build a nursing quality index system based on patient outcomes, dynamically monitor changes in nursing quality, regularly conduct nursing quality evaluation, and summarize, analyze and analyze nursing quality indicators. Feedback, continuous tracking of existing problems. Realize the informationization of nursing quality evaluation, improve the scientific and working efficiency of nursing quality management; promote the application of quality control circle, 6S ​​management, root cause analysis and other quality management tools to promote the continuous improvement of clinical nursing quality. Improve the level of refined management of nursing work and provide quality care for patients.
Establish and improve the scientific research system and incentive mechanism, and introduce the "Measures for the Management of Scientific Research Performance of the First Affiliated Hospital of Zhengzhou University" to improve the enthusiasm of medical personnel for scientific research and effectively promote the construction of disciplines. As a first-level discipline, the nursing discipline has gradually formed a master's-doctor-doctoral integrated high-level nursing talent training system, constantly optimizing the discipline team and cultivating the teaching staff. Strengthen the scientific research management of nursing staff at all levels, encourage nursing staff of different titles, different levels of care, nursing management personnel, and postgraduate students to actively carry out scientific research activities. Formulate and implement the postgraduate training planning and assessment program, strengthen the postgraduate training, hire domestic and foreign well-known nursing experts as part-time professors or visiting professors, guide postgraduate training and discipline construction, and enhance the scientific research strength of the nursing team.
The nursing team has achieved fruitful results and created a nursing brand with the characteristics of the First Affiliated Hospital of Zhengzhou University. It has been rated as the National Health System Nursing Professional “Women Civilization Post†and Henan Province “Women Civilized Postâ€, and won the “National Quality Service Excellent Hospitalâ€, “National Quality Care Service Demonstration Ward†and the first batch of “cancer painâ€. A number of honors such as standardized treatment wards. In the 2017 Chinese hospital science and technology influence ranking, the nursing discipline ranked 12th.
West China Hospital of Sichuan University: the training mode of scientific research personnel from running to leading
Huaxi Hospital was established in 1892 as Cunren and Renji Hospital. After more than 120 years of efforts by several generations of Huaxi people, not only the discipline strength has stabilized in the domestic first phalanx, but also the medical service capacity has continued to improve. The comprehensive scientific research strength has led the national medical institutions. The 2017 global hospital “Nature†index In terms of ranking, Huaxi Hospital ranks first in China and 41st in the world. The number and quality of SCI's papers continued to be high, and various subjects were approved for fruitful results. High-level new drug research projects continued to grow. Patent applications and patent licenses ranked first in medical institutions nationwide for nine consecutive years.
According to Yu Yu, Huaxi Hospital has achieved these outstanding results thanks to the development strategy of its medical institutions, teaching institutes and research institutes.
From running to leading, Huaxi Hospital is mainly the following three key aspects:
The first aspect is that the development of Huaxi is an innovation-driven development. The driving force for innovation is actually the driving force of talents. Therefore, grasping talents is to grasp development.
The second is that the research institute strongly promoted the development of West China. In the history of scientific research in West China, in 1996, the hospital introduced 19 returnees. In the case of shyness in the bag, the strength of the whole hospital took out five million to establish a laboratory for Professor Wei Yuquan. It is this group of outstanding talents that unveiled the prelude to the research of Huaxi, which played an important role in the take-off of West China.
The third is the combination of medical education and education, the mode of medical research and integration, scientific research and promotion of medical teaching, so that the medical and educational research of Huaxi Hospital goes hand in hand.
On the construction of the talent echelon, Huaxi focuses on building a space providing platform. There are four main levels. One is the spiritual level, and the Huaxi characteristic culture reflects the mission and responsibility. Second, at the policy level, establish and improve policies and measures to support the growth, use and introduction of talents. The third is on the platform, providing a platform for people to do their best. The fourth is to focus on the implementation of the Department of Mechanical Engineering at the department level.
Huaxi mainly focuses on six projects for talent support, incubation, and clinical research support.
The first is the Master of Medicine project, which is the first time this year to identify 11 tenured professors who are iconic figures in their respective subject areas. The establishment of a tenured professor has established the benchmark of West China, inheriting the culture of Huaxi and promoting the spirit of Huaxi.
The second is the outstanding talent project, which is given special funding support for independent research, talent training and team building.
The third is the talent cultivation project, the establishment of the Youth Talent Support Program, special financial support for the four youth talents, the cultivation of young science and technology backbones, and the stimulation of innovation; the establishment of a multi-level clinical innovation research fund to encourage clinical research; the establishment of "outstanding young scientists" The overseas training program will support medical staff with research potential to cultivate overseas and cultivate the backbone of clinical disciplines.
The fourth is the young crop hatching project, which trains outstanding young talents for the future, including the construction of post-doctoral teams, the establishment of special funds for talent training, and the continuing education system covering all employees.
The fifth is the Haina Talent Project, which establishes a continuous mechanism for introducing innovative talents. It adopts full-time, part-time, joint introduction, and multiple-employment methods. It will increase the support, increase the discipline platform, team equipment, remuneration packages, etc. The third is to increase the intensity of the introduction, take the initiative to attack, invite overseas young talents to participate in the Youth Scholars Forum of our school and organize European and North American promotion conferences. In addition, let talents land and take root, establish integration mechanisms, and achieve results sharing.
The sixth is to evaluate incentive projects. First, the assessment is promoted, and the preparation must pass the post-doctoral training. Conduct performance appraisal and guidance on the tiering and appointment assessment. In addition, reward research results.
“We believe that the essence of clinical research is to solve clinical problems, integrate clinical and non-clinical methods, and explore new methods, new technologies, new products and new methods. The essence of scientific research spirit is innovative ideas, exploring unknowns, seeking truth from facts, and improving transformation. Only Deep understanding of the nature of clinical research and the essence of scientific research spirit, scientific research beyond reality, the pursuit of excellence, the value of serving the society, can be more vividly reflected. The construction of talent team in West China is always on the road, the road of scientific research in West China continues "Yu Yu said.
Han Wei, Director of Senior Talent Development, Lilac Garden: Internet + Helping Hospital Talent Development
Han Wei proposed that commercial brands can enable patients to speed up the recognition of hospitals, and the promotion of a good employer brand can not only help hospitals to obtain the talents they are dreaming of, but also make it easier for hospitals to access talents.
In the medical industry , employer branding has become a common practice. Since 2012, Clove Garden has jointly launched the best employer selection campaign for Chinese medical institutions with McKinsey. It hopes to provide some decision-making support for the hospital talent development strategy through the true feelings of doctors.
Looking back at 2012 to 2017, the number of best employer awards in the country has increased, and everyone has an increasing expectation for the best employers. A total of 40,000 questionnaires were received in the 2017 survey. Looking back at the awards of the best employers in the country in the past six years, East China is the most popular. A total of 12 units have won the best employers, followed by South China, North China and Central China, followed by North China, Southwest China and Northwest China.
Han Wei believes that hospitals with employer brands are more likely to recruit talent. According to the survey from linked In, 71% of the talents are willing to receive the dynamic information of the company's job creation with more successful employer branding. 50% of the strong employer brand can reduce the recruitment cost by 50%, and 91% of the HR think that the employer brand is going to them. Recruiting outstanding talents has a very significant improvement effect.
So what is an employer brand? Employer brand is not only the image of the unit, but also the real feelings of the employees. The property from the inside out is both centripetal and attractive. According to the logic of the commercial brand, "4W1H", that is, the logic of the employer brand is who we are? Which target candidates do we want to attract? Where can I find them? What channels do we use to invite them? What is our core attraction?
Based on this, she proposed the employer brand AIDA model. The first is to obtain more external attention in the stage of attracting attention; the second is to establish the attraction point of the employer brand in the target group; the third is to stimulate the desire of the target group in all directions; the fourth is to carry out various kinds in the transaction stage. Various employer brand interactive communication mechanisms.
After clarifying this goal and strategy, analyze the candidate's demographic characteristics, understand what the health care provider is thinking about, and how to find them. Currently, doctors are learning and working through digitalization, and they are becoming more and more frequent. According to the pageview data of the lilac garden background, the first place that doctors are most interested in is the exchange of postgraduate entrance examination and examination, the second is the job hunting section, and the third is the lilac hotspot; in addition to browsing, in posting and replying, the first post The position is still the postgraduate exam, the second is the lilac hot spot, and the third is the recruitment information.
Employer brands must be accurately positioned to make employer brands more accurate and comprehensive. It is also interactive and integrated to make employer brands alive. Its construction is a continuous and long-term process. It must not be a unilateral matter of HR, but a whole team.
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