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风靡企业的“平衡计分卡”理论认为衡量一个企业的运营情况应该从财务、客户、业务流程与学习及成长这四个指标来完成,对于医院培训来说,它可以算是解决“学习及成长”问题的一柄利剑,通过集中的培训管理,医院可以达到解决问题,提升核心竞争力的作用。然而需要清醒的是,培训并非万能,在输入创新理念、进行技术与技能创新、某一专业问题的全面解决方面它可能游刃有余,对于超越这些层面的培训,其作用应该谨慎对待。有效的培训在启动之前应该明确以下几个问题的认识:培训需要解决的是自己什么方面的问题,明确培训的对象和培训内容,选择何种类型的培训方式,培训效果评估的可行性与可操作性如何等等问题。这些环节悉数考虑清楚之后,培训的作用才能真正凸显出来。
The “Balanced Scorecard” theory that is popular among companies believes that the measurement of a company’s operations should be completed from the four indicators of finance, customer, business process and learning and growth. For hospital training, it can be considered as “learning and growth. ”One problem with the sword is that through centralized training and management, hospitals can solve problems and enhance their core competitiveness. What needs to be clear, however, is that training is not a panacea. It may be more than adequate in the input of innovative ideas, technical and technical innovations, and the complete resolution of a professional problem. The role of training beyond these levels should be treated with caution. Effective training Before the start, you should be clear about the following issues: What issues need to be addressed in the training? Define the training objectives and training content. Select the type of training method. Feasibility and feasibility of training effectiveness assessment. How operability and so on. After all these links are clearly considered, the role of training can really be highlighted.