A Present Survey On The Health Human Resource Of Daqing Oilfield General Hospital Group

Along with the deepening of the reform of the national health services, patterns of the hospital services have been a strategic shift - Group operations. It is a reliable guarantee for the survival and development of hospital industry by making full use of limited health resources, scientific management and cost saving while the Hospital Group operation is to be the best way to achieve. In order to further promote and improve the reform of human resources for health in the enterprise hospital Group, this paper carried out the systematic and comprehensive literature research first, and then clarified the meaning and the main features of the human resources for health and hospital group operation from the background and conception to further reveal the characteristics and regularity of human resources for health in hospital Groups. The status and problems in the development of domestic enterprises hospital Groups were explained in the paper through studying relevant information and mining the outcome of existing practice at home and abroad in the useful experience.The author find out the status quo and existing problems of personnel reform in Daqing Oilfield General Hospital Group by conducting a more systematic investigation on the actual state of human resources for health. Daqing Oilfield General Hospital Group was taken as an example. Through several years of Group operation, the Hospital Group has a rapid growth on the number of hospitalization and treatment, indicating the combined effects of the gradual expansion of the Group and stabilization. Though the number of beds in the hospital group did not have a real growth, the bed turnover rate was accelerated, indicating the level of awareness increased every year for the public in Daqing City. However, the phenomenon of long chains in management and excessive levels of institutions is an inevitable due to the enterprise reform and integration in Daqing Petroleum Corporation in recent years. Compared to the same period of the national and Heilongjiang Province, the proportion of management staff reached 12.1% in Daqing Oilfield General Hospital Group, much higher than 5.8% and 6.9% in the nation and Heilongjiang Province and the situation is not optimistic. While the health and technical personnel qualifications, title, age, and professional composition are a little better than the national average in the Hospital Group, but the professional structure and the proportion of irrational health care is still exist very seriously. More attention is paid to clinical training of personnel rather than the training of nursing staff resulting in serious shortage of nursing staff and the senior professional titles accounted for only 0.6% in nursing staff, far below that of other professional personnel in the proportion of senior professional titles. So it is needed to actively create conditions of training nurses for high-level talent and technology leaders. There is a certain gap between the status quo and the standard configuration of medical professional title in the Group with higher proportion of the intermediate title officers, highlighting the low proportion of senior title officers, which shows that it has not yet formed the atmosphere to enable young people to come to the fore and lack of development potential, in particular, the lack of young technical lead people. This atmosphere is closely related to the title assessment system in local government and enterprises. The unreasonable title proportion in the structure, to a certain extent, restricted the work enthusiasm for health and technical workers and did not have the necessary incentives so as to indirect impact on the further improvement of the quality in health services in the Group.To solve the above-mentioned problems found, the author proposes some advice and measures to further enhance the management of human resources for health for enterprise hospital Group: First, optimize the structure and strengthen personnel training in health services management. In accordance with the principle of higher efficient, clearer responsibilities, rational structure and a fairer level, vigorously promote the Group and specialized operation, compress management layers, adjust the span of control, improve operational efficiency, and establish hierarchy with clearly established, capable and efficient organization system. Combine a theoretical and a practical way to broaden the training pattern and speed up the personnel train of scientific research and public health leaders who understand business and are good at the management and development. Second, perfect the system and improve configuration of nursing team. Re-formulate a new principle, and determine the nursing post; raise the treatment for nurses, improve the security of the incentive system; provide development platforms for nurses to stimulate the potential of nurses, develop nursing education and improve the overall quality of nurses. Third, accelerate pay reform, upgrade human resources market competitiveness. Further improve the performance and remuneration linked to incentives to attract and retain high-end talent, creating an efficient, stable high-level personnel team to achieve the sustainable development of the hospital business. And fourth, promote the title reform, improve the life-long learning system. Break down the existing lifelong system for high-level health professional and technical qualifications and actively explore and set up all kinds of positions scientifically. Reasonably regulate and control the number of posts at all levels of the structure, standardize measures for employment positions in the enterprise hospitals to gradually implement appointed management mechanism, which is competitive merit-based, according to post appointments, promoted or demoted, different posts with different pay in professional and technical posts. Every health care worker should consciously put the learning as a lifelong task with the sense of urgency, and constantly update their knowledge and create a good learning atmosphere and academic environment to promote the overall quality of human resources for health continuously.