Strategic Management Tools of Performance
Learning & Growth Perspective
Data Sources:
- Training statistics;
- Continuing medical education (CME points): training courses, participation in medical conferences, published articles, etc.;
- Annual evaluation of individual professional competence and performance:
- For executive positions:
- knowledge and experience;
- promptness and efficiency in achieving the tasks set out in the job description;
- quality of work and activities;
- assuming responsibilities by responsiveness, availability to extra effort, perseverance, objectivity, discipline;
- intensity of involving in use of equipment and materials without exceeding the norms of consumption;
- adaptation to the complexity of work, initiative and creativity.
- For management positions (in addition to the executive positions):
- knowledge of the purpose, objectives and role of the compartment throughout organization;
- ability to make optimal decisions and taking responsibility in connection therewith;
- ability to organize and coordinate the activity of compartment;
- ability to create a stimulating environment, without conflicts and good collaboration with other departments.
Objectives:
- Providing employment positions with qualified personnel with specialized training necessary to perform the duties set out in the job description;
- Providing continued training of staff;
- Increasing the degree of dissemination of successful practices;
- Developing communication skills and competences;
- Regular evaluation of employees in regarding the fulfillment of duties and responsibilities:
Regular evaluation of staff
| Target goal | Indicators | Objective | Level | Person in charge |
|---|---|---|---|---|
| Employees evaluation results | Share of employees who have received the qualification «Very Good» or «Good» in the annual evaluation of employees in total evaluated employees | 100% | Tactical | HR Chief |
Monitoring the performance of employees in each department and medical sectors using quantitative and qualitative indicators, specific and relevant, including with regard to economy, efficiency and effectiveness:
Evaluation of HR management
| Target goal | Indicators | Objective | Level | Person in charge |
|---|---|---|---|---|
| Human resource management performance | Average number of patients discharged on a doctor | 291 | Strategic | Manager and Medical Director |
| Average number of patients discharged to a nurse | 76 | |||
| Average number of consultations performed in ambulatory on a doctor | 4.571 | |||
| Average number of consultations on a doctor in emergency care unit | 167 | |||
| Adequacy of establishment plan hospital | Proportion of doctors in all staff | 10,49% | Tactical | HR Chief |
| Proportion of medical staff in all hospital staff employed | 61,33% | |||
| Proportion of medical staff with higher education of all medical personnel | 22,77% |
Training, awareness and competence of staff covers the following aspects:
At hiring:
- planning the necessary staff (staff establishment, staff normative);
- Evaluation, employment and training at hiring;
- Verification and improvement by upgrading staffing needs.
For employed staff:
- Planning by establishing training needs, planning and preparing training courses;
- Development of training courses, evaluation of the trainees, evidence of training courses and staff awareness;
- Verification and improvement by assessing the effectiveness of training and competence of staff, updating training needs.