As a special resource, how to give full play to the positive and creative role of human resources in the organization is gradually becoming the focus of private hospital management. According to Fromm Hotz's theory of enterprise life cycle, most private hospitals in China are actually in the third stage of enterprise life cycle, that is, from expansion stage to standardized management stage. This stage is a key stage for the development of private hospitals and human resource management. Therefore, how to build a scientific and reasonable human resource management system to support the safe and rapid development of private hospitals is very important.
As a human resource manager, after several years of practice and thinking, I think that to build an effective human resource management system in most private hospitals in China, we need to sort out the problems at the organizational level first, and then deeply understand the real role of human resource management.
I. Organizational level
After nearly ten years of development, the importance of modern human resources has been accepted by most private hospitals in concept, and many well-known private hospitals have also publicly expressed their attention to human resources and are all practicing it. But on the whole, the result of practice is not ideal. This shows that private hospitals in China still lack the ability to turn ideas into practice in human resource management. When many private hospitals talk about human resources management, they will subconsciously think of the human resources department first-this is the root of the problem. In fact, in order for human resource management to play a positive role, it is necessary to consider all levels of the whole organization at different levels, and the human resource department is only one of these levels.
1. Strategic level: Human resource management strategy committee.
How to understand and manage human resources. The function of the Human Resource Management Strategy Committee is to recognize and position human resources and formulate major policies for human resource management. Simply put, it is to set the tone and determine the direction, way and method of management.
The human resource management strategy committee should generally be composed of senior managers of private hospitals, human resource directors or managers, and heads of major functional departments, so as to ensure that multi-dimensional suggestions can be provided from different angles, positions and levels, and facilitate the final implementation of actual policies and systems.
2. Management: Human Resources Department
As a professional functional department, the Human Resources Department understands the cutting-edge management concepts and is proficient in human resource management technology. It can deconstruct and refine the human resource management strategy, make it systematic, guide and supervise its operation, and provide professional services for the executive level.
In this process, the human resources department is not only a technical consultant, but also a management platform, and at least needs to assume the following roles:
Strategic partner: provide strategic advice to the senior management of private hospitals and participate in the formulation of strategies.
Technical consultant: provide technical advice for human resource management at all levels and provide technical guidance (such as performance management) when necessary.
Service provider: the transition from power management to service management is the foundation of the success of modern human resource management, and it is also the key to gain the trust and recognition of employees.
Business partner: be fully familiar with business processes and become a team manager's partner in recruitment, training, salary and performance.
Impeller of change: change is increasingly becoming a normal state of management. The times endow the human resources department with the role of "change promoter". Human resources departments should have a keen sense of smell and actively promote the reform of private hospitals.
Therefore, the human resources department should take service as the basic working mode and cooperation as the necessary premise of working relationship, make full use of professional knowledge and skills, build, maintain and develop the human resources management system, and support the realization of the strategy of private hospitals through the human resources management platform.
3. Executive layer: business department heads and team managers.
Human resource management is not the management of human resources department, but the management of all managers including individual employees. Department heads and team managers are human resource managers of their departments and teams. They are responsible for putting human resource management concepts into practice and implementing human resource management systems. This is the key to the effectiveness of human resources-the participation of line managers determines the effectiveness of human resources.
Second, the functional level.
Human resource management system is a large system, which includes the culture, business strategy, management system, operation system, business model and management system of private hospitals. This is an extremely complex and challenging system. Nevertheless, the initial purpose of human resource management is clear, that is, how to achieve high performance through human resource management to support the survival and future development of private hospitals today. Therefore, we should build a human resource management system based on the performance of private hospitals.
Performance-based human resource management system relies on performance management to realize the effective linkage of each module in the system, and ultimately supports the realization of the strategy of private hospitals-this is my core idea.
Deconstructing the specific management module should be a collection of the following systems:
1, 3+ 1 excellent performance system
3+ 1 excellent performance system is a set of performance management system suitable for the standardized transformation stage of private hospitals, which is put forward by me according to the performance management practice in recent years, combined with the reality of most domestic private hospitals and drawing lessons from the performance management thoughts of some domestic experts and scholars.
The so-called "3" refers to three performance indicators: development indicators related to strategy; Performance indicators of related responsibilities; Lower limit indicators related to risk control. This part is a realistic quantitative (or task-oriented) indicator.
The so-called "1" refers to the behavior index, which mainly evaluates the attitude and ability of employees from the core values such as daily behavior and learning growth performance. This part is related to the cultivation of long-term development ability (core competitiveness) and the development of employees' potential in private hospitals.
3+ 1 excellent performance system is not only used for normal performance appraisal, but its greatest value lies in providing necessary information and basis for other management systems. It is the source of basic management data for various management systems including human resource management, which is very important.
2. Target traction system
Target traction system is a unified expression of employee goals and organizational goals, which may appear in many forms and be hidden in different specific carriers. Goals are also varied, including money, welfare, honor, position, status, sense of accomplishment and so on. Performance control system, value distribution system, training development system, career planning system and system guarantee system ensure employees to achieve their goals through the realization of performance goals and ability goals.
We must ensure that the target traction system is clear, executable and achievable, and the channels and ways to achieve it are clear and obvious.
3. Value distribution system
The value distribution system is the real benefit. Ensure that employees are under the traction of the target traction system through performance control system, training development system and career planning system.
Value distribution includes money, honor, welfare, position, status, sense of accomplishment and other forms.
4. Training and development system
Training and development system is a tool for employees to achieve their goals and gain benefits. When we get relevant information from the performance control system, we can realize the training and development of human resources according to the target traction system and organizational strategy, and obtain the performance of the organization and the self-growth of employees through the results of training and development.
When the growth degree of employees is consistent with the ability required by the post system, corresponding results can be obtained through the value distribution system, career planning system and performance control system.
5. Career planning system
Career planning system is the path or channel for employees to achieve their goals and gain benefits. Through the construction of post quality model, talent evaluation system, training development system, post qualification system and broadband salary design.
6. Institutional guarantee system
System guarantee is the foundation of all management, and the management concept can be concretely implemented through system arrangement. Therefore, building a humanistic management system that embodies the performance-oriented thought is the foothold of the concrete implementation of human resource management.
System is not only a restraint mechanism, but also a traction mechanism, which includes performance management manual, salary management manual, employee training manual, employee code of conduct, personnel management system (recruitment, promotion, resignation, safety, employee relations, etc. ), internal operation process and other specific content.
To sum up, its essence is a three-point docking system of "goal-post-ability". With the help of human resource management technology, the goal, position and ability are integrated, and the seamless connection is realized through the above six systems, which ultimately supports the realization of the strategy of private hospitals and promotes their future development. It should be noted that each system is interactive, and no independent system can really play a role; Each system works together to form a human resource management system.
Conceptually speaking, in the process of actually building a human resource management system, we must fully rely on the culture, business strategy, management system, operation system and business model of private hospitals, so the specific situation should be analyzed in detail.
Probe into the Construction of Human Resource Management System in Private Hospitals (Ⅱ)
On the Construction of Human Resource Management System in Private Hospitals (1) So, how to gradually build a perfect human resource management system in practice? I think it should be roughly divided into the following three steps:
First of all, understand the basic situation
1, actual human resources situation.
To do a good job in human resource management, of course, we must first understand the objects we serve. Therefore, in an existing organization, we must first understand the existing human resources in the organization, including basic information such as personnel structure, level, education and personality, and make a general grasp.
The actual situation of human resources can be obtained through employee roster and employee interview.
2. Organizational structure.
Organizational structure is the organizational form of specific work, which determines all the work that the organization must carry out. Positions exist because they all help the organizational structure to achieve its purpose to some extent. The organizational structure also determines the management relationship, divides the clear functions, and can easily understand the status quo of posts and management system in private hospitals.
3. Job description.
Job description is the basic document to understand the specific job responsibilities. Through the job description, you can easily get the relevant information of the position, including job responsibilities, job content, qualifications, working environment and so on.
4. Business (business model), business strategy and operation system
Understand what the hospital does and how it operates, including business process, operation mode, future development direction and so on. It has long been recognized that human resource management cannot be carried out without knowing the business, products or services of private hospitals.
5. System
After a detailed understanding of the above-mentioned basic situation, we should also have a detailed understanding of the various rules and regulations currently being operated by private hospitals in order to truly grasp their thoughts, intentions and implementation details. This is the key to future management, because many times, the conflict between the new system and the old system exists objectively.
Second, conduct job analysis.
1, combing organizational strategies.
After a general understanding of the basic situation, it is necessary to sort out the organizational strategy and understand the strategic intention, strategic planning, strategic objectives and future development direction of private hospitals; At the same time, we must fully understand the human resource management strategy of private hospitals.
2. Construction of post quality model.
On the basis of fully understanding the organizational strategy, this paper analyzes the work and constructs the key post quality model corresponding to the strategy.
3. Establish a qualification system.
On the basis of job analysis, establish the qualification system of each post.
4. Modify the job description.
If necessary, the job description can be limited revised according to the results of job analysis and the strategic planning of private hospitals to ensure that the job description meets the strategic requirements of private hospitals.
Third, implement management.
1, human resource planning.
On the basis of the contents and achievements of the first two steps, according to the strategic planning of private hospitals, the human resource planning is formulated to ensure the supply of high-quality human resources and meet the needs of the development of private hospitals.
2. System construction.
According to the actual situation of private hospitals and the requirements of strategic planning, draft, modify, compile or formulate the organizational structure of human resource management subsystems in private hospitals, including target traction system, performance management control system, salary management system, training and development system, career planning system and other personnel management systems.
3. Integrate ideas and systems into daily management.
Use professional knowledge, exercise management functions through institutional arrangements, and truly integrate ideas and systems into the daily human resource management process.
Of course, in the actual implementation, it may be necessary to organize corresponding training, briefings and seminars to pass on the above ideas or working methods to everyone, so as to seek support and help and ensure the normal work.
Just like my understanding of human resource management: it is both science and art, so it is profound. The above can only be regarded as a personal opinion, which is suspected of being an armchair strategist. It's really a pity to teach fish to swim. The specific situation needs specific analysis and treatment, please criticize and correct me.