Medical employees without medical education: Recruitment options and specifics of personnel management

Abstract

Aim. To study the possibilities and prospects of attracting specialists without basic medical education (“non-medical”) to medical organizations, as well as to identify specific features of managing this group of employees in the conditions of modernization of the national health care. Objectives. To analyze the necessity of attracting “non-medics”, specific features of organization of their labor activity in the health care system, as well as specific features of management of such specialists in medical organizations; to study the expert opinion of the medical community on attracting “non-medics”; to carry out a comprehensive assessment of the possibilities of attracting “non-medics”; to formulate conclusions relevant for the management of medical organizations regarding the issues of management of personnel with non-medical education. Methods. In the theoretical part of the research the author applied methods of generalized analysis and synthesis, complementarity and system approach, methods of content analysis of scientific sources, as well as statistical data on specialists with non-medical education (form of federal statistical observation (FFSO) No. 30 for 2013–2023). The methodological basis for obtaining primary information was an expert survey based on the application of semi-structured interviews, analysis of cause-effect relationships and systematization of data. The method of visualization of the obtained results was also used. Results. In the conditions of ongoing modernization and optimization of medical organizations, introduction of innovative methods and new standards, as well as the ongoing widespread digitalization, experts confirmed the necessity and validity of attracting “non-medics”. In their opinion, “non-medics” can be “painlessly” transferred technical tasks, functions of a hall manager (administrator), and organizational issues. It is reasonable to include in their functionality the work related to appointment planning and patient routing. Conclusions. The work of medical organizations, management processes and implemented formats of medical care are undergoing significant transformations, which are associated with both new digital opportunities and implemented methods and formats of medical care. This requires dif-ferent approaches not only at the level of general management, but also the involvement of new “non-core” medical specialists who have the appropriate competencies and are able to improve the efficiency of medical organizations and facilitate their work. However, many questions on the involvement of “non-medical professionals” still remain open. The present study is a kind of iteration, will find answers to a number of questions on the basis of the author’s research in the context of the stated topic.