ДІАГНОСТИКА ПЕРСОНАЛУ В СИСТЕМІ КАДРОВОГО МЕНЕДЖМЕНТУ ЗАКЛАДУ ОХОРОНИ ЗДОРОВ’Я

Abstract

The staff of the health care institution is its main resource, the quality and efficiency of which largely depends on the results of its activities and its competitiveness in the market of medical services. Prerequisites are being formed for the emphasis on staff diagnostics as a kind of tool for regulating the personnel management system in health care institutions. The theoretical and methodological aspects and results of personnel diagnostics in the personnel management system of a health care institution were revealed in the article. An example was UC “Subsidiary Company of Dental Clinic № 1” of the city of Nikolaev. It is noted that the goals of personnel diagnostics in personnel management systems are: improving the quality of management; unity of action in management; effective use of human resources; increase staff productivity. Carrying out diagnostics involves a step-by-step study of the following aspects: staffing; staffing of the enterprise; quantitative composition of staff by categories, gender structure, age, education and length of service; labor movement, use of working time. Emphasis is placed on decision-making based on its results. As the analysis showed, in 2018–2020 years the share of employees of the most important for the company categories of staff (managers, professionals, and specialists) not changed significantly. These categories of staff occupied the largest share in the structure of all staff. A study of the structure of the company’s staff by age, education and length of service, found that the basis of the staff UC “Subsidiary Company of Dental Clinic № 1” are young, energetic and highly educated people. The age category from 25 to 40 years largely prevails. Most of the staff of UC “Subsidiary Company of Dental Clinic № 1” works at the company from 10 to 20 years. However, there are some problems in the staffing of the clinic, the structure of health workers and the orientation of work to the end result. Emphasis is placed on decision-making based on the results of staff diagnostics. Considerable attention is paid to improving the motivational mechanism. Recommendations for the use of additional tangible and intangible incentives in personnel management are given.