Causes And Countermeasures Of Brain Drain In Public Secondary General Hospitals

In recent years, along with the deepening of health care reform and the opening of medical market, the medical market is becoming more and more prosperous in China. On the one hand, under the government’s encouraging policy, a large number of socialcapital flowed into the medical services industry, private hospitals have proliferated; On the other hand, tertiary referral hospitals appear enterprise group development. during "Twelfth five-year" period, the urban and rural social security system is constantly improved, people’s medical needs are effectively stimulated. Medical market has never been like today, full of opportunities and competition. Human resource has become the first resource of the hospital survival and development. How to effectively recruit and attract talents, cultivate more talents is not only the subject of common concern to hospital managers, but also one of the key factors for the hospital in market competition.Because of its special function orientation and scale strength, most public secondary general hospitals face a lot of difficulties in the medical market competition, the phenomenon of brain drain has become increasingly serious, and even has affected the survival and development of hospital.In this paper, starting on the current situation of brain drain of health, based on the existing theory of human resources management, and taking Hospital X as the research example, the author analyzed and summarized three main factors which affect the brain drain:environmental factors, organizational factors and personal factors. The author also paid attention to ex-serving employee personnel data analysis, conducted separate in-depth interviews with job-hoppers and did questionnaire survey for on-the-job personnel to find out the controllable factors of brain drain.Brain drain is often caused by multiple factors which can be controlled partly. The author stated several methods to curb further loss of talents, and reduce the negative impact of brain drain to the hospital. That includes establishing scientific talent view, designing effective performance appraisal, using a fair salary distribution system, attaching importance to talent cultivation, building career development planning, strengthening the hospital culture cohesion, setting up the talents withdrawal mechanism and other measures. In the early period of the brain drain, there are signs to be discovered. As hospital administrators, they should be concerned about the practical interests of workers, find out the talent turnover intention in time. The hospital leaders also should do a good job in communication with the talents solving their problems to retain talent.Based on the existing brain drain theory, the paper’s possible innovation lies in the angle of the subject and the object of study. The public secondary general hospitals are numerous but less competitive. From the loss and incentive of talents, the author is focus on the brain drain problem and looking forward to provide reference for other hospitals.