Human resource policy for a sustainable medical organization

BACKGROUND: At present, both theorists and practitioners show growing interest in studying the improvement of medical organizations’ efficiency through the enhancement of human resource policy. It should be noted that effective staff performance in solving current tasks does not always ensure the sustainable long-term development of a medical organization. The available scientific data lacks studies on human resource policy in sustainable medical organizations, which determined the relevance of this work. AIM: The work aimed to describe a model for improving human resource policy in a sustainable medical organization under current conditions. METHODS: The study of human resource policy in a sustainable medical organization was conducted at Novosibirsk State Medical University during the period 2016–2024. The research was based on medical organizations of various ownership forms that had achieved their long-term goals over a period of three or more years. The sociological survey included 625 managers of medical organizations. RESULTS: The analysis showed that many managers are concerned about the effectiveness of human resource policy, but not all management models contribute to enhancing the sustainability potential of a medical organization in the long term. Modern human resource policy tools commonly used in sustainable medical organizations include: strengthening coordination of employees’ work across departments; creating a favorable psychological climate within the team; improving workplace equipment; establishing a personnel reserve; and enhancing the efficiency of remuneration. CONCLUSION: To achieve the long-term goals of a medical organization, it is necessary to develop and improve three key areas of activity that directly affect the efficiency of human resource utilization and, consequently, the achievement of the organization’s strategic objectives: monitoring and analysis of key performance indicators of staff and the organization as a whole; continuous and systematic improvement of processes within the medical organization; and the creation of an effective system of communication with both internal and external environments of the medical organization.