Talking about the cost control strategy of hospital human resources

Talking about the cost control strategy of hospital human resources

Human resource cost control is the most important part of hospital cost control. Effective human resource cost control in hospitals can reduce hospital operating costs and increase the competitiveness of hospital survival and development, so it needs to be given enough attention. Scientific and effective budget is the source of human resource cost control. Hospitals should strengthen budget management system and enhance the awareness of saving.

How to strengthen the cost control and management of human resources in modern hospitals to improve the comprehensive competitiveness of hospitals has become an urgent task for the development of modern hospitals. This paper analyzes the problems existing in the cost control of human resources in hospitals at this stage, and puts forward targeted measures to help hospitals achieve the purpose of controlling human resources costs.

Keywords: hospital; Human resource cost; control

Among all the costs of hospitals, human resource cost is the primary cost. The control of human resource cost is directly related to the economic and social benefits of the hospital, and has a great positive impact on the operation and long-term development of the hospital, so the control of human resource cost is particularly important for the hospital. However, in the practice of hospital management, hospitals do not pay enough attention to the cost control of human resources, and the related cost control work is not in place. There are still some problems to be solved urgently.

First, the hospital human resources cost control problems

(A) the understanding of the importance of human resource cost control is incorrect, and the concept of cost control is backward.

Influenced by the intervention of administrative departments, some hospitals in China have not fully understood their special market dominant position, which leads to some hospitals not paying enough attention to the importance of human resource cost control and not establishing a correct concept of human resource cost control. In some hospitals in China, the human resource cost control system has not been effectively formulated and implemented, resulting in high human resource management costs. However, some hospitals have not paid enough attention to this kind of cost waste, and the key point is to strictly control the input cost of medical consumables, water and electricity and other material resources.

It can be seen that the hospital's awareness of human resource cost control is weak. The cost control of human resources in some hospitals is simple? Do more with less? On the consciousness level, there is a lack of comprehensive understanding of all the contents of human resource cost control, which is equal to employee entry control, employee scale control and employee salary control. It is not realized that all aspects of hospital human resource management, such as recruitment, employment, training, use and resignation, need to be effectively controlled.

(B) the lack of sustainable planning of human resource cost control system

What are the human resources of the hospital? Long investment cycle and high cost? This particularity brings risks to it. In order to avoid risks, hospitals must have a systematic and relatively long-term system and plan in human resource cost control to ensure the orderly development of various control work. However, at present, some hospitals lack systematic and continuous planning in the investment and development of human resources, and the cost of human resources is arbitrary and blind, resulting in a serious waste of human resources.

(C) human resource cost accounting system is unreasonable

Nowadays, the development of hospitals is becoming more and more important, and the competition is becoming more and more fierce. The proportion of medical and nursing talents in society is small, which leads hospitals to attract outstanding talents at all costs and attract talents with high salaries or other preferential policies, such as social security, accommodation and transportation subsidies, which makes hospitals blindly compare. It can be seen that the randomness of hospital human resource cost accounting makes the increase of hospital human resource cost expenditure an inevitable trend.

(d) Training and incentives for human resources development are not in place.

Some hospitals do not regard staff training as a long-term investment, but only as a kind of expense, so in order to reduce the cost of human resources, the opportunities for staff training and re-education are cut, which leads to the underutilization of hospital staff and the emergence of hospitals? Talented, with little work experience but not strong professional ability? Phenomenon. In some hospitals, the existing training is mainly aimed at the bottom staff, not the top managers, which leads to the failure to improve the quality of managers and will affect the development of hospitals.

Similarly, in order to reduce expenses, some hospitals lack certain incentive and restraint mechanisms, and it is difficult for employees to maintain their enthusiasm for work. These practices in hospitals seem to reduce the human resource cost in a short term, but in the long run, they will unnecessarily increase the human resource cost.

(E) did not make full use of modern information technology

There is no clear understanding of human resource information management at all levels in hospitals, which leads to its single administrative function. Traditional hospital knowledge management simply manages the personnel information and files of employees, and there is no dynamic and continuous human resource data analysis system. For example, recruitment information management, traditionally, hospitals mainly recruit personnel by posting various recruitment notices or fresh graduates attending job fairs, which is time-consuming and labor-intensive, and is not conducive to the absorption and management of talents.

For performance appraisal and salary management, the workload of performance appraisal in hospitals is very heavy at present, which requires the personnel department to spend a lot of time summarizing and auditing. Moreover, performance appraisal is related to the salary of each member. The delay of performance appraisal and efficiency problems lead to the error or delay of salary payment, which will further cause employees' psychological dissatisfaction.

Second, strengthen the hospital human resources cost control strategies

With the establishment of modern hospital system, it is particularly important for hospitals to reasonably control the cost of human resources. In view of the above problems, the hospital's human resource cost control strategy can start from the following aspects:

(A) establish a scientific concept of human resource cost control

Human resources are the first resource and the primary strategic goal of hospital development. Hospitals should establish a correct concept of human resources management. Paying attention to the weight of human resource cost in hospitals is the first step to control human resource cost, so hospitals should pay enough attention to the importance of human resource cost control.

Hospitals should strengthen the awareness of human resource cost control, improve its importance in hospital management, and pass this awareness and concept to every employee to form? Human resource cost control? A good situation in which everyone participates. Hospitals also need to realize that the cost control of human resources is not simply a matter of controlling wages or reducing staff, but a matter of scientific planning and control management in all aspects of human resources management in order to obtain the greatest control benefits.

(B) scientific and effective cost budget management, enhance the awareness of saving.

Scientific and effective budget is the source of human resource cost control. Hospitals should strengthen budget management system and enhance the awareness of saving. Hospitals can adopt comprehensive budget management according to their own business plans, and make strict budget arrangements for various human resources operating expenses, such as recruitment expenses, salary and welfare expenses, training expenses and reserved use expenses.

On the premise of ensuring the quality of medical services, all expenses should be controlled separately, strictly in accordance with the budget, and extra-budgetary expenditures should be resolutely put an end to ensure that the cost of human resources is within the budget control. In addition, all hospital staff should participate, and the financial expenditure plan should be controlled in detail in each department. Only careful calculation aimed at eliminating waste can eliminate serious waste and inefficiency.

(C) the introduction of information management systems to strengthen the cost control management of various functional modules of human resources.

Traditional personnel functions occupy too much time and energy of hospital administrators. Hospital should introduce information management system to reduce daily work and realize the transformation from traditional personnel management function to modern human resource management. Through the information management system, the functional modules of human resources are connected and integrated efficiently and orderly, so as to realize the cost control of each functional module more effectively. First of all, combined with modern network technology, innovative hospital staff recruitment model, reduce the direct cost of recruitment.

Try to avoid high-cost recruitment forms, such as cooperating with headhunting companies, participating in free job fairs as much as possible, and publishing free recruitment information through free industry conferences or professional websites, forums, blogs, etc. Reduce advertising costs; The introduction of acquaintances and internal employees reduces the application time, thus saving the recruitment cost of human resources.

Secondly, carry out scientific all-round training. For the training and development of employees, hospitals need to formulate systematic training plans for all staff, make systematic arrangements, and adopt different training plans for hospital managers, professional and technical personnel, specialists, key talents and academic leaders to ensure time, material resources and manpower. Hospital training should focus on internal training, fully tap various training resources in the hospital, and take on-the-job training, work experience exchange and internal case discussion and analysis as the main training forms. Carry out training activities in these more economical ways and reduce the training cost of human resources.

Third, establish a scientific, fair and open performance appraisal system. Performance appraisal is a kind of feedback to the labor efforts and output of hospital staff. Accurate performance appraisal can help employees maintain their enthusiasm for work, greatly reduce the use cost of human resources and other unnecessary negative costs, thus contributing to the better realization of hospital human resources cost control objectives. Hospitals should adopt a systematic and scientific performance evaluation system to quantitatively evaluate the medical services of all hospital staff based on facts, so as to improve the accuracy. In the specific process of assessment implementation, we should strictly ensure the fairness and impartiality of performance appraisal, and timely communicate and feedback the assessment results.

Finally, the hospital should do a good job of motivation. A just, fair and reasonable salary system has always been regarded as the best means to motivate employees. If the salary is properly distributed, it can save the corresponding human resource cost for the hospital, and at the same time, it can effectively mobilize the enthusiasm and initiative of employees. The hospital should combine salary design and salary level with scientific post analysis and performance appraisal, follow the principles of distribution according to work, giving priority to efficiency and giving consideration to fairness, fully consider factors such as post workload, technical content and labor market price, and combine the overall management goal of the hospital with the personal development goal of employees, so as to make the salary system of the hospital have incentive and external competitiveness on the basis of controlling costs.

Third, the conclusion

Human resource cost control is the most important part of hospital cost control. Effective human resource cost control in hospitals can reduce hospital operating costs and increase the competitiveness of hospital survival and development, so it needs to be given enough attention. It should be noted that the cost control of hospital human resources is a systematic project and cannot be achieved overnight. It is necessary to combine various strategies in order to maximize the effectiveness of human resource cost control and achieve a win-win situation for medical staff and hospitals.

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[3] Jiang. Composition, Control and Analysis of Hospital Labor Cost [J]. Financial Economy, 20 13, (04).

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