Human Resources Control of internal control of public hospitals

Human Resources

Public hospitals should design an effective internal control mechanism for human resources to provide guarantees for the construction of a scientific hospital internal control system and efficiently implementing it.

First, the content of human resources control. Including five aspects: personnel introduction, training, rewards, punishment, and exit. According to the theory of fraud triangle, in the process of personnel introduction, we must attach great importance to stress elements. This is the motivation of the fraud who stimulates the pressure of fraud for their own interests. There are four types of pressure. Training refers to the training and learning opportunities created for employees, which helps maintain the continuous update and occupation rise of employee knowledge, skills, improve employees' pride and satisfaction with work, and then affect the quality and level of services provided by patients. The reward is to determine the professional development of employees' salary and level by evaluation and evaluation of employees. Punishment is relegated or other administrative penalties in accordance with the discipline requirements and rules and regulations of the hospital. Exit includes resignation, termination of labor contracts, retirement, etc. Therefore, the hospital should take professional ethics and professional competence as an important criterion for selecting and hiring employees, effectively strengthen employee training and continuing education, and continuously improve the quality of employees.

Second, the goal of human resources control. In addition to assessing whether their post capacity and comprehensive quality meet the post requirements, the employees who have a good job and recruitment need to conduct background investigations. One is to prevent the risk of fraud caused by stress factors; the other is whether the employee has a tendency to self -rationalization Always find a reason for your own fraud. With the pressure and excuses, you can no longer give him a chance. With both fraud opportunities, he can not be discovered for a long time. The goal of training is to improve employees' comprehensive business capabilities and moral quality, help employees to better serve patients and increase the brand value of hospitals. Through rewards, punishments and returns to employees, the hospital can require employees to strictly abide by the hospital's rules and regulations, and to be lazy to ensure the orderly control of the hospital's internal control. Because the discovery of talents, cultivation talents, and insurers are important contents of the internal control and construction of public hospitals, human resources control is based on institutional and responsibilities.

3. Risk points and control measures for human resources control.

The first is to violate the principle of fraud triangle, and give people opportunities with stress and excuses at the same time, and the lack of stress, opportunities and excuses can not really form fraud. Arrangement of personnel with low comprehensive moral quality or personnel who do not have the ability of the post in key positions will lead to low efficiency and poor results in the hospital's internal control, and even due to the lack of employee capabilities, illegal and illegal regulations. The human resources management department needs to analyze the basic status, knowledge structure, professional skills, work experience and other information of employees to understand the personality, specialties and related skills of each person.

The second is that the training work is not in place or the training method is improper. Because the training content is not in line with the business, the training results are not good, and the needs of the job and the ability of employee skills cannot be improved. From the perspective of internal control, there are differences in the academic background, clinical experience, and business division of hospital employees. Pay attention to preventing blind training and training. According to relevant training policies, the human resources management department collects training needs, and formulate training plans in accordance with different professional titles, majors, etc., strengthen the construction of talent echelon, and ensure the targeted and training effects of training.

Third, there is no rotation system for a key position, because most fraudulent behaviors are found after rotation. Rotation can enable employees to analyze and view problems from the perspective of others. Harmonious hospital culture. The establishment of the rotation system can form an orderly flow of employees in related posts, ensure the comprehensive development of personnel, and win, and can win.

Fourth, performance evaluation is the basis for formulating human resources planning, which is conducive to the formation of an efficient working atmosphere, enables employees' personal goals to be highly consistent with the hospital's goals, and promote the common development of employees and hospitals. A successful performance evaluation system is conducive to the hospital's improvement of overall performance. Performance rewards must be combined with its workload, degree of risk, difficulty, medical ethics, and labor discipline; for punishment and exit, we must adhere to the principle of "punishing the front, treating the disease and saving people", and not "a stick" to kill; Lord, punishment is supplemented; we must adhere to "often incentives and occasionally punish"; strict implementation of the system and permissions.

Fourth, the legal risk and budget risk control of human resources

First, the prevention and control of legal risks: Human resources management must strictly follow the requirements of relevant legal systems such as the Labor Law and the Administrative Measures for the Employment of Public Institutions, from employee recruitment, labor contract signing, training evaluation to salary issuance, social security payment You have to act according to law. It is necessary to avoid legal risks such as discrimination in the recruitment process, due to personnel settings, informing obligations, and unreasonable design of contract terms.

The second is to strengthen the restrictions on the departure of national secrets, hospital intellectual property secrets, and key patients with key patients. The key technologies, business secrets, and national secret leaks caused by the loss of key positions in hospitals have brought serious consequences to the hospital.

Third, in terms of talent introduction, strict systems must be formulated to strengthen the signing of labor contracts and liability for breach of contract. Be cautious to purchase special medical equipment that the introduction person can use to prevent the other party from breach of economic losses to the hospital.

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