新形势下医院人力资源管理分析.docx

随着医疗改革的层层深入，医疗市场的竞争变得空前激烈，医院在人力资源管理模式与医院的知识结构之间的矛盾日益突出,因此必须要采取合理人力资源管理措施，促进医院的健康发展.一、医院人力资源管理的特点1.战略性.目前,人力资源管理是医院决策的一个重要组成部分，具有战略性意义，主要表现在以下几个方面:第一，人力资源是医院发展的第一资源在管理者中已经产生了共识，是医院提升自身竞争力的关键内容.第二,人力资源的优劣是评价医院整体实力的关键指标之一。2。流动性。医疗行业的知识发展迅速,医院中的许多人才在工作过程中，都会通过参与培训和再次教育的方式上增加自身知识储备量，不断提升自己能力。在薪酬上对人力资源管理考核的考虑不够充分，医院中的多数优秀人才将会选择离开，寻找更好的工作.特别是医院中的一些尖端人才,其是当前社会的“稀缺物种”,管理不当很容易被其它医院“挖墙脚，从而导致医院人才发生流失。3.全方位。现代人力资源管理与传统的的人力资源管理相比存在较大差异，关注点不在单纯的为员工的表现，同时还会深入到员工的思想、感情变化以及社会关系等多个方面，更加注重从员工自身利益出发.此外，新型医院人力资源管理需要对每一名员工都予以足够的关注，对医院中的全员进行详细考察,尽量使医院中的每一名员工的潜能都得到最大程度的挖掘。由此可见，新形式下医院的人力资源管理具有全方位性,与医院的发展更加配比，对促进医院发展有着重要意义。 新形势下人力资源管理策略1。建立“三公”选拨制度。所谓“三公就是公平、公正、公开,医院在医务人员的招聘上应当为开放性，向社会招聘人才，为医院补充新鲜的血液，从容确保医院人力资源的充裕。医院人员在招聘时，需要明确招聘方向，与医院的发展情况相结合，确定招聘的职位和人数.招聘人数应当充分意识到，外部人才的能力以及其能够给医院带来的活力,但是其稳定性较差,而医院内部人才无法使医院的管理理念发生创新的弊端。招聘人员在人才招聘过程中,必须要充分认识到其中的因果关系，从而在招聘过程中为医院招到优秀的人才.医院应当对职位进行精简,撤销掉一些“有职位,无功能”的职位,尽量降低在人员资源上的浪费.医院的招聘应当通过公开的方式进行,对所有应聘人员进行专业知识配测评,择优录用，确保招聘人员的能力能够胜任其应聘的职责.2.建立科学的激励制度。目前,医院在人力资源管理中,一个较大的缺陷就是激励制度的缺陷,无法调动员工工作的积极性。一些心理学家通过研究发现，人的需求大体上可以分为5个层次，只有安全和生理两个基本需求得到满足的基础上,才能激励人的行为.因此，在医院中的人力资源管理，需要设置科学合理的激励制度。相关调查结果显示，医疗行业中，高端技术人才在工作的选择上，很大程度会看职务是否具有挑战性以及升职空间。由此可见,在复杂的医疗市场中，人才的流动性很大，为了降少医院人才的流失，医院应当依据处于不同职位上的员工制定不同的激励政策,从而使医院的人力资源能够实现最优化.3.完善考核体系和薪酬制度。合理的考核体系和薪酬制度,可以真实的反映医院岗位的性质，使制度的公开性和公平性都能够得到体现。在医院中体现医院的公平性和公正性,需要相关工作人员制定科学的评价工作标准和薪酬结构，充分体现按劳分配原则。在考核标准的制定上，应当将重点放在劳动能力和工作成果上,利用科学的考核，发现员工之间的差距,加强对优秀人才的培养.考核制度的制定需要与医院员工和医院的实际情况相结合，同时医院的薪酬制度必须做到“三公”。4。坚持以人为本的管理理念.人是医院中最重要的资源，对人力资源的管理必须要采取人性化的措施。医院在工作过程中需要对工作的发展方式进行转变，要适当的站在员工的角度对问题进行思考,保护员工的利益，发展中要坚持以人为本。此外，在医院中应当建立反馈通道,重视员工的反馈意见,并且要对反馈内容进行核实,对员工做反馈问题的解决必须要及时,扫除员工在工作中遇到的阻碍。只有员工在工作中遇到的问题得到解决,其合法权益得到保障，才能使员工的凝聚力得到提升。总之,医疗作为一种知识密集型行业，必须要加强人力资源管理，构建科学的管理体系,才能提高医务人员的整体素质,提高医院的竞争力，促进其发展。With health care reform deepens， the medical market competition becomes fiercer than ever before， the conflict between the knowledge structure of the human resource management mode and hospital of the hospital have become increasingly prominent， and therefore must be to take reasonable measures of human resource management, to promote the hospitals healthy development。First, the characteristics of hospital human resource management1 strategic。 At present， human resources management is an important part of hospital decision， has a strategic significance， which is mainly manifested in the following aspects: first， human resource is the first resource for the development of hospital in the management has produced a consensus， is to improve the competitiveness of key content。 Second， the advantages and disadvantages of human resources is one of the key indicators to evaluate the overall strength of the hospital.2 mobility. The rapid development of the medical industry knowledge, many people in the hospital during the work process, will be involved in training and re education of the way to increase their own knowledge reserves， and constantly improve their ability。 In the compensation for human resources management assessment is not enough， the majority of the hospitals talents will choose to leave, to find a better job. Especially in the hospital some cuttingedge talent， is the social scarce species， improper management can easily be other hospital poaching”， resulting in hospital personnel erosion.3 full range。 There is a big difference compared to the modern human resources management and the traditional human resource management， concerns not in pure for employee performance， also go deep into the employees thoughts， emotions and social relations, etc. multiple aspects, pay more attention to starting from the employees own interests. In addition, model of human resource management in the hospital need to every member of staff are to be enough attention， to the hospital staff for detailed investigation， try to make the potential of each one in the hospital staff have been the greatest degree of mining. Thus it can be seen that the human resources management of the hospital has a full range of the new form， and the development of the hospital is more matching， which has important significance to promote the development of the hospital。 Strategy of human resources management under the new situation1 to establish three election system。 The socalled three is fair， fair, open， hospital in medical personnel recruitment should is open to social recruitment， to add fresh blood for the hospital, easy to www。yulematou。com www。14se。net www.maka7。com ensure the adequacy of the hospital human resources. Hospital staff in the recruitment， the need to clear the direction of recruitment， combined with the development of the hospital， to determine the position and number of recruitment. Recruitment should be fully aware of, vitality of external talent ability and it can be brought to the hospital， but its stability is poor， and hospital internal talent cannot make hospital management idea innovation of malpractice。 Recruitment process in the recruitment process， we must fully understand the cause and effect relationship, in the recruitment process for the hospital to recruit outstanding talent。 Hospital should streamline the position, to withdraw some of the posts， no function， the position， as far as possible to reduce waste on personnel resources。 Hospital recruitment should be carried out in an open manner， the professional knowledge of all candidates for evaluation， merit, to ensure that the recruitment of staff capacity to be able to do their job responsibilities。2 establish a scientific incentive system. At present， the hospital in human resource management， a large defect is the defect of the incentive system, can not mobilize the enthusiasm of the staff。 Some psychologists through the study found that human needs can be divided into 5 levels, only two basic needs of security and physiological needs are met, in order to motivate peoples behavior。 Therefore， the human resources management in the hospital， need to set up a scientific and reasonable incentive system. Relevant survey results show that the medical industry,www。jich。net www.boxuelun。com www。huayueting1。com the highend technical personnel in the choice of work， a large extent will see whether the job is challenging and promotion space。 Thus， in the complex medical market, talent of liquidity, in order to reduce hospital talent loss。 Hospitals should basis is in different positions on the staff to develop different incentive policies， so that the human resources of the hospital is able to realize optimization。3 improve the assessment system and pay system。 Reasonable evaluation system and salary system can reflect the nature of the post of the hospital, so that the openness and fairness of the system can be reflected. In the hospital to reflect the fairness and impartiality of the hospital， the need for relevant staff to develop a scientific evaluation of work standards and pay structure, fully embodies the principle of distribution according to work。 In the development of the assessment criteria， should focus on the labor ability and work results， the use of scientific assessment, found that the gap between employees， to strengthen the cultivation of talents。 Assessment system needs to be combined with the hospital staff and the actual situation of the hospital, while the hospitals salary system must be three”.4 adhere to the peopleoriented management philosophy。 People are the most important resources in the hospital， the management of human resources must take the measures of human nature。 Hospital in the process of work need to change the way of development, to be appropriate to stand in the perspective of staff to think about the problem, to protect the interests of employees， the development should adhere to the peopleoriented. In addition， in the hospital should establish a feedback channel， pay attention to employee feedback and to check on the content of feedback, employees to do feedback to solve the problem must be timely， eliminate obstacles encountered in the work staff。 Only the problems encountered in the work of staff to be resolved, the legitimate rights and interests are guaranteed。