Study on Hospital Personnel Training and Management in the New Era

Shen Daoyang

(Nanjing Stomatological Hospital,Medical School of Nanjing University,Nanjing 210000)

Abstract:In the new era,hospitals should keep up with the times,vigorously train personnel and build platforms to attract and introduce personnel,take multiple measures at the same time,and actively innovate in human resource development and management to provide strong intellectual support and personnel guarantee for the high-quality development of hospitals and medical service.

Keywords:Personnel;Training;Management;Measures

In the new era,hospital personnel training and management is key to the implementation of the "Healthy China" initiative and the acceleration of high-quality development of public hospitals.At the Central Talent Working Conference in 2021,General Secretary Xi Jinping pointed out:"the development of a country depends on talents and the rejuvenation of a nation depends on talents.We must be more mindful of unexpected development,attach more importance to independent training of human resources,and speed up the establishment of competitive advantages in human resources."[1]Therefore,gathering innovative and entrepreneurial talents,focusing on core medical technologies,and deepening the reform of talent policies are fundamental to the benign development of hospital.

1 The Present Situation of Hospital Personnel Construction

In the context of increasingly fierce competition,public hospitals should embrace the idea that "human resource is the primary resource",actively explore new personnel training and management methods,face up to the problems in hospital development,and accelerate the establishment of competitive advantages in human resources for the high-quality development of hospitals.

At present,high-level personnel are in short supply in medical institutions.The level of education and professional skills are in urgent need of improvement.This,to a large extent,hinders the high-quality and sustainable development of medical service.Many medical institutions have perfected hardware equipment and expanded scale,but there are still scant academic leaders and technical backbones prestigious in the province or in China.There’s nothing good to be said about their new clinical programs and technologies.The development of teaching and research is severely lagged behind.

Another phenomenon is that in recent years,with China’s long-term investment in medical service and higher education,batches of medical students have graduated from universities.With the changes in personnel structure and status,talents now have more urgent demands for self-realization,more frank requirements for material rewards and more frequent flows among hospitals.The model of hospital personnel management has gradually changed from top-down one-way management to twoway interactive management.These changes have raised new requirements for hospital personnel training and management.The management of human resources has become a prominent issue affecting hospital development.

Due to various objective and subjective reasons,there are inevitably deficiencies in many hospitals’ personnel training and management.Hence,it is extremely urgent to face up to and rationally analyze these problems and propose scientific and reasonable solutions to promote the benign development of China’s medical and health service.

2 Existing Problems

2.1 Unreasonable Personnel Structure

It is mainly manifested in:(1) unreasonable age structure:professional and technical personnel are mostly seniors,there are fewer middle-aged and young backbone personnel,plus the shortage of personnel reservation;(2) unreasonable educational background structure:there are few highly educated personnel,plus the shortage of experts with the vision of discipline development and influence in specific fields;(3) unreasonable professional title structure:some departments lack personnel with senior titles;some departments lack resident doctors,while most professional and technical personnel have associate senior titles or intermediate titles high in seniority;some departments lack personnel with intermediate titles,but have many resident doctor low in seniority[2].

2.2 Shortage of High-Level Personnel and Clinical +Research Versatile Personnel

There are a certain number of doctors with high seniority or senior titles.However,high-level leading personnel who can lead the rapid development of the discipline are scant.Some focus more on clinical work but fall short of research and teaching,there are short of versatile personnel engaged in both clinical work and scientific research[3].

2.3 Shortage of Qualified Young Personnel

In the past,hospitals were satisfied with their status quo,and failed to pay enough attention to overall development planning,did not have foresight or crisis awareness,and lacked long-term vision for personnel construction;some doctors believed that masters will starve if apprentices learn their skills,so they didn’t proactively train or mentor young doctors,resulting in the severe shortage of qualified young personnel.

2.4 Limited Personnel Introduction

Some underdeveloped areas or primary hospitals cannot offer inviting remuneration packages.Meanwhile,poor platform construction indicates slim chance for promotion.Policy and financial support are inadequate or unsustainable,making it far less attractive to high-level personnel.

2.5 Unitary Personnel Training Mode

At present,the personnel training mode is still traditional short-term training and participation in general academic activities,which cannot achieve satisfactory training effect.The lack of systematic and scientific personnel training programs and international vision making in-depth cooperation and exchange with first-class domestic and overseas universities and hospitals difficult.

2.6 Severe Brain Drain in Hospitals

A large number of young and middle-aged backbones have resigned due to a variety of reasons,such as unpromising development prospects,unsatisfactory salary,and postgraduate study,most of whom mainly flowed from backward areas in central,western and northeast China to the developed coastal areas.The shortage and loss of personnel have a huge impact on the smooth operation and development of hospitals.

2.7 Shortage of Professional Management Personnel

Some hospitals lack professional management personnel due to poor personnel training mechanism.Hospitals only pay attention to the introduction of personnel,without consideration of personnel training,management and use.The majority of hospital administrators are selected from the clinical workforce or transferred from nursing or military personnel,with little formal management training.Moreover,their knowledge structure is unitary and consciousness of service is deficient and lack theoretical knowledge and methods necessary for professional management personnel,so they cannot timely adjust their management methods to meet the needs of different personnel[4].

3 Countermeasures

3.1 Stick to the principle of human resources under the Party’s leadership

At the Central Talent Working Conference,General Secretary Xi Jinping stressed that we must ensure human resources under the Party’s leadership.As a grassroots organization of the Party,the hospital Party committee must strictly carry out this principle,take a responsible attitude towards the Party and the people,make great efforts to manage hospital personnel construction,pay attention to details in team building,and put "human resources under the Party’s leadership" into practice.

3.2 Stick to the people-first principle

Medical personnel are the core of hospital work.We must put people first and satisfy both patients and employees.Hospitals should create a loving atmosphere for the personnel,maintain a harmonious,friendly and warm environment,so that the personnel can feel that their value is recognized,so as to attract and retain personnel.

3.3 Make good personnel allocation

While giving full play to the role of experts,hospitals should attach more significance to the training of young and middleaged backbones.Attention should be paid to the allocation of educational backgrounds to ensure clinical work and promote the development of scientific research and teaching at the same time.Emphasis should be placed on interdisciplinary integration,so that talents from different disciplines can share resources and make progress together in the process of personnel training.

3.4 Improve the ways and means of personnel introduction

Hospitals should promote the introduction of personnel while strengthening internal personnel construction.It is necessary to explore publicity channels,make full use of Internet channels and academic conferences for publicity,and strengthen the publicity of positive hospital images in discipline construction and culture construction.The introduction of personnel,especially highlevel personnel,should be focused on.Individualized introduction programs can be formulated for high-level personnel.At the same time,the possibility of flexible introduction should be explored,such as hospital-university cooperation and hospital-hospital cooperation,the establishment of academician workstations and expert studios.

3.5 Support the growth of young and middle-aged personnel

Young and middle-aged personnel generally have higher educational attainment,solid theoretical knowledge,great potential and excellent plasticity.Therefore,it is urgent to provide excellent young and middle-aged personnel with a platform for growth,create a just and fair competition environment,encourage them to go abroad for further studies,and participate in high-level academic activities at home and abroad.

3.6 Ensure a good working environment and development environment

A scientific personnel support system is the premise of building an excellent team,which can create favorable conditions for the discipline to train and attract talents.More learning and exchange opportunities should be created for professionals.Meantime,actively introducing talent supporting policies to address the issues that they care about such as settlement,residence,and children’s school enrollment by guaranteeing their settlement,providing apartments,offering rent subsidies,and cooperating with local schools.

3.7 Ensure a rational distribution mechanism

Hospitals should further explore different forms of payment such as the post wage,project wage and negotiated wage,and implement flexible internal distribution based on the principle of "distribution according to work".In addition to ensuring enthusiasm in clinical work,we should increase the rewards for scientific research and teaching,create a good atmosphere for scientific research competition in the hospital,and ensure that the performance-based distribution favors front-line clinical work and scientific research.

3.8 Improve the way of personnel evaluation and assessment

A personnel evaluation system oriented toward innovation ability,performance and contribution should be established,while equalization and ambiguity should be avoided,to establish a scientific and reasonable assessment system conducive to maximizing the value of the personnel.Scientific personnel evaluation and assessment programs should be developed and implemented to strengthen full-cycle management of personnel use,incentive and elimination.

3.9 Strengthen hospital humane construction

Humane hospital and humane department ratings should be carried out to increase the solidarity and cohesion of staff.Hospitals should strengthen hospital humane construction,so that all staff can form similar values and establish standard and uniform code of conduct[5].Colorful cultural and sports activities should be carried out to create a "home" culture and enhance the staff’s sense of belonging and pride.

3.10 Build a scientific and efficient management team

Excellent management personnel can realize the optimal allocation of hospital resources,boost the morale of all staff,improve the overall work efficiency.Therefore,management personnel training cannot be neglected.The professional and standard construction of hospital management teams is highly urgent.Efforts should be made to introduce and train highlyeducated professional management personnel and provide more opportunities and platforms for their training and growth.

To sum up,compared with the past,there are many new changes and challenges in hospital personnel training and management in the new era.Hospitals need to analyze the contradictions reflected in these changes,grasp the principal contradiction,and put forward feasible solutions to ensure the overall level of hospital medical treatment,teaching,scientific research and management,and actively participate in the construction of national and regional medical centers,so as to facilitate the sound and sustainable development of medical and health service.