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过去我们对人才的培养,大多着眼于个体,而很少用战略的眼光去分析和研究人才群体结构问题。在医院管理中,人们常常重视一个单位人员的数量(即编制),而忽视人才的质量,往往重视某一具体人员(如专家)的作用,而忽视一组人群合理搭配(即助手、辅助人员、工程技术人员等)形成的能力总和的力量;往往看到某个专科的具体作用,而忽视多学科的协作配合等等。这些都是造成目前很多医院
In the past, most of our cultivation of talent focused on individuals, and we rarely used strategic vision to analyze and study the problem of the structure of talent groups. In hospital management, people often pay attention to the number of personnel in a unit (ie, preparation), while ignoring the quality of talent, they often value the role of a specific person (such as an expert), and ignore the reasonable combination of a group of people (ie, assistants, support staff). , engineering and technical personnel, etc.) The power of the sum of the capabilities formed; often see the specific role of a specialist, ignoring multi-disciplinary collaboration and so on. These are caused by many current hospitals