绩效考核对于管理者来说是很大的难点，如何完善绩效考核政策，如何做到公平公正，将此项政策作为激励下属积极性的重要筹码？以下几点是管理者应该掌握的要领。

Performance appraisal is a big difficulty for managers. How to improve the performance appraisal policy, how to achieve fairness and justice, and how to use this policy as an important chip to stimulate the enthusiasm of subordinates? The following points are the essentials that managers should master.

管理层须参与考核

Management must participate in the assessment

目前，很多医院的各级管理者不参与考核。绩效管理要得到全 面实施，只对员工考核是不够的，必须转变为全院性考核、全员性管理。此外，很多医院的管理者和绩效办以为月度绩效考核结束，算算奖金，就算完成了任务，缺乏结果反馈、绩效过程跟踪、沟通和辅导。中层管理者在考核过程中要强化执行力。各级医院中层管理者，尤其是科室主任、护士长没有真 正认识到自己是绩效管理的主角，错误认为绩效管理是医院人事科的事，被动应付。医院中层管理者不要把自己只看成是员工的领导，应转变为员工的老师、绩效伙伴。

At present, many hospital managers at all levels do not participate in the assessment. Performance management to be fully implemented, only the staff assessment is not enough, must be transformed into the hospital wide assessment, all staff management. In addition, many hospital managers and performance offices think that the monthly performance appraisal is over, the bonus is calculated, and even if the task is completed, there is a lack of result feedback, performance process tracking, communication and guidance. Middle managers should strengthen their executive power in the process of assessment. Middle level managers at all levels of hospitals, especially department directors and head nurses, do not really realize that they are the protagonists of performance management. They mistakenly think that performance management is a matter of hospital personnel department and deal with it passively. The middle-level managers in hospitals should not only regard themselves as the leaders of the staff, but also become the teachers and performance partners of the staff.

非临床、医技部门应有考核指标

Non clinical and medical technology departments should have assessment indicators

医院管理实践中，多数医院都能设置针对临床、医技部门的岗位绩效考核目标，但是一些非临床、医技部门，却泛泛走走形式，缺乏量化考核的指标。绩效管理中设置岗位考核标准应结合岗位分析，对行政后勤人员要在岗位分析的基础上，筛选绩效考核标准，并尽可能加以量化，减少人为影响因素。如针对后勤科长就要分析后勤科长的工作职责，理清这个岗位以后勤管理和后勤服务为主后，根据他的工作内容从物品供应、后勤维护等方面筛选可以控制的服务类、成本控制类、安全类等指标进行量化，并纳入后勤科长岗位进行控制，定期考核。

In the practice of hospital management, most hospitals can set up post performance evaluation targets for clinical and medical technology departments, but some non clinical and medical technology departments are in general form and lack of quantitative evaluation indicators. The setting of post evaluation standards in performance management should be combined with post analysis. On the basis of post analysis, the administrative logistics personnel should select performance evaluation standards and quantify them as much as possible to reduce human factors. For example, in view of the logistics section chief, it is necessary to analyze the work responsibilities of the logistics section chief, sort out the post of logistics management and logistics service, select the controllable service, cost control, safety and other indicators from the aspects of material supply, logistics maintenance, etc. according to his work content, and put them into the post of the logistics section chief for control and regular assessment.

人人都应有考核结果

Everyone should have the examination results

绩效考核结果对面不对人是目前多数医院现存比较突出的问题。具体来讲，考核的结果只与科室利益挂钩，但不与个人利益直接挂钩。目标责任不能落实到岗、人，如此使目标的执行力大为减弱。绩效指标是因岗设置的，有岗必有责任指标，有岗必有责任人，也就是绩效责任指标实行院级、科级、员工级三级指标体系，对点不对面，突出岗位责任，直接实现岗位职责连带制，明确职责、权限、利益完全一致性原则，让绩效管理通过绩效考核指标落实到每一个岗位。

The result of performance appraisal is the most prominent problem in most hospitals. Specifically, the assessment results are only linked with the interests of departments, but not directly linked with personal interests. The target responsibility can not be implemented to the post and person, which greatly weakens the execution of the target. Performance indicators are set according to the post, there must be responsibility indicators, there must be responsible person, that is, the performance responsibility indicators implement the three-level index system of hospital level, section level and employee level, with different points, highlighting post responsibility, directly realizing the joint and several system of post responsibility, clarifying the principle of complete consistency of responsibility, authority and interests, so that performance management can be implemented to every department through performance appraisal indicators There are two jobs.

考核体系应及时完善

The examination system should be improved in time

绩效管理的实施源于解决医院管理中存在的问题，但这些问题对任何一家医院都是不同的，即使在一家医院不同时期，也有很大差异。因此，绩效管理要针对目前存在的突出问题加以解决，随着战略、年度计划和目前形势的变化而作相应改进与调整，实现绩效指标设置-绩效实施辅导-绩效考核-绩效沟通反馈-绩效结果应用-绩效改进完善的全过程控制。

The implementation of performance management comes from solving the problems existing in hospital management, but these problems are different for any hospital, even in different periods of a hospital, there are great differences. Therefore, the performance management should solve the existing outstanding problems, and make corresponding improvement and adjustment with the changes of strategy, annual plan and current situation, so as to realize the whole process control of performance index setting, performance implementation guidance, performance appraisal, performance communication and feedback, performance result application and performance improvement.

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