Cadre education and training is the elementary step in building a high quality, basic, and strategic cadre ranks project. The summer training of cadres in West China Hospital of Sichuan University is one aspect of the training system of cadres in our hospital. This paper introduces the current situation of summer cadre training, the training needs of cadres and the changes of internal and external environment in our hospital from 2009 to 2012, so as to continue constructing our summer cadres training product brand.
In response to the opportunities and challenges faced by large comprehensive public hospitals in the new era, West China Hospital of Sichuan University has summarized a set of plans for various positions in public hospitals through 18 years of exploration, and provides a reference basis for the position setting of public hospitals.
Objectives To survey the training needs of the management reserve talents in West China Hospital of Sichuan University, so as to provide evidence for improving the pertinence and effectiveness of the training system. Methods A survey of training needs in terms of training contents and methods was performed on 181 management reserve talents in our hospital by self-designed questionnaire. The survey results were descriptively analyzed based on rate and percentage. Results Among the 181 questionnaires issued, 148 (81.8%) were recovered. For the training contents, 59.5% of them concerned more about enhancement of management ability, with the top three most preferred training contents as personnel management, systematic management thinking, and work management. For the training methods, internal training, external communication, and external teachers were the three most preferred. Conclusions To enable the management reserve talents transit from medical to management positions, the hospital should classify them according to the needs and requirements of the organization, the position and the talent him/herself. Based on such classification, customized training can be carried out with innovative training modules.
The continuing medical education system of West China Hospital of Sichuan University is based on whole life cycle. We actively promote the continuing education, systematize and institutionalize the top-level design, and adopting flexible and diverse training methods. It is of great significance for a staff's entire career to continuously improve professional accomplishment, specialized knowledge and working skills, to adapt to the development of medical science and technology and the reform of health service, and to drive hospital innovation and high-quality development, so as to eventually achieve the goal of "double first-class" construction.
The construction of high-level talent teams is the core of building up high-level universities and hospitals, and it is an important reference index for the ranking of universities and academic disciplines. The first-class medical talent teams is an essential requirement for comprehensive hospitals to be ranked as "Double First-Class". Based on the practice of construction of high-level medical talents in West China Hospital of Sichuan University, this paper introduces the optimal appoaches in this regard.
A new human resource management system in West China Hospital of Sichuan University has been constructed to inspire work enthusiasm and innovation of the front-line medical staffs, strengthen the cohesion of the hospital, better service for patients, and promote high-quality development of the hospital. This paper introduced it and provided references for related researches.
Objective To evaluate the performance of emergency medical rescue (EMR) within 1 month after Lushan earthquake, and to prove and enrich the experience from Wenchuan earthquake, so as to provide useful references for global earthquake EMR with regard to decreasing death and disability rates. Methods All the following date published within 1 month after 4.20 Lushan earthquake were collected and analyzed, including official information, public documents, news release, relevant information from websites and victims’ medical records in the West China Hospital, then the relevant domestic and foreign literature about EMR (including EMR of Wenchuan earthquake). And then comparative analysis was conducted to evaluate the performance of EMR in Lushan earthquake. Results a) Being 87 km apart from each other, the main seismic zones of Lushan and Wenchuan located in the south west and middle north of Longmenshan fault zone, respectively. Although only 1 earthquake magnitude differed between them, the disaster area, and the number of affected population, deaths, disappearances, injured, severe injured and migration population in Wenchuan earthquake were 40, 23, 353, 853, 27, 14 and 51 times higher than those in Lushan earthquake, respectively. b) Learned from Wenchuan experience, the manpower scheduling in Lushan earthquake was quicker: the assembled medical personnel peak of Lushan vs. Wenchuan was 87.62% vs. 56.06 % in golden 72 hours post-quake. c) Supplies scheduling was more rational: the utilization rate was higher under the guidance of accurate information of demand. d) Medical treatment was more rational and efficient: the critical injured were treated following “Four concentration treatment principles”; saving life and restoring function at the same time; treatment and physical-mental rehabilitation at the same time; treatment and evidence production and implementation at the same time. e) Medical institutions and service returned to normal in time: 96.7% (440/455) of government owned township medical institutions in 21 affected towns returned to normal and provided medical services at their original sites. Conclusion By learning form Wenchuan experience, the following performance is implemented in Lushan earthquake: medical rescue guided by the accurate information; supplies scheduling guided by the accurate demand; both critical injured treatment,and physical-mental rehabilitation guided by the accurate assessment of injuries. So the medical rescue within 1 month after Lushan earthquake is quicker, more rational and efficient. After 20 days post quake zero death of critical injured was achieved. The early physical-mental rehabilitation fastens the functional reconstruction of the injured and helps them return to the society. So it suggests that the Lushan EMR enriches and develops the reference value of EMR experience of Wenchuan earthquake.
According to the characteristics of the diversified employment system of general hospitals, we have independently developed a set of personnel information platforms suitable for our hospital's operating model and work-flow which achieved establishing a novel big data management model for big personnel. After a year of trial operation, the big data management of personnel has completely covered the target management and requirements of the hospital, covering basic quality, public services, teaching work, medical work, scientific research, and other dimensions of information, which helped the hospital constructed a systematically networked and full-coveraged, personnel information system with strong early warning functions and incentives, enabling the reasonable utilization rate of human capital and continuous improvement of the quality of talent training.
West China Hospital of Sichuan University has explored and established an intelligent assistant evaluation mechanism for professional titles based on the personnel information system, which makes the evaluation more convenient, more efficient, and the whole process more open and transparent. This paper aimed to introduce it and to provide references for evidence-based decision-making of medical institutions.
Medical aid to Xinjiang is an important task for large public hospitals in China. The innovative mode of team aiding in medical aid program for Xinjiang has played an important role in the national aid-Xinjiang program. West China Hospital of Sichuan University is actively exploring an aid-Xinjiang mode which combines medical aid of multi-disciplinary teams collaborated by doctors, nurses, medical technicians, and management teams with scientific and technological aid; based on the reality of Xinjiang medical healthcare, promoting the overall improvement of medical care through multi-disciplinary integration of resources; and relied on big data, promoting the innovative development of scientific and technological aid to Xinjiang. It is of great practical significance to summarize the work of medical aid to Xinjiang in West China Hospital of Sichuan University over the years and to put forward suggestions for the generalization and popularization of the medical aid to Xinjiang mode.