DXY Talent Hosts 'China Healthcare HR Leaders Symposium' with Over 300 Hospital Executives Discussing Talent Development

Recently, DXY Talent, the professional healthcare human resources service platform under DXY, held the “China Healthcare HR Managers Seminar” in Shenzhen, bringing together more than 300 hospital administrators to discuss talent development in hospitals.

How can hospital performance systems keep pace with the evolving landscape? How should talent pipelines be developed? How can municipal hospitals break through in talent development? The conference centered on these hot-button industry topics, featuring in-depth insights from dozens of participants, including representatives from national and local government administrative departments, presidents of leading hospitals, heads of human resources, and industry experts.

This event was jointly organized by DXY Talent and the Editorial Office of Chinese Health Human Resources, in collaboration with the Shenzhen Health Capacity Building and Continuing Education Center, Shenzhen People’s Hospital, and the China Healthcare Human Resources Managers Alliance. It received strong support from the Talent Exchange and Service Center of the National Health Commission, the Guangdong Provincial Health Commission, and the Shenzhen Municipal Health Commission.

Ms. Lu Qing, President of China Health Talent Magazine, presided over the conference.

In his opening remarks, Liu Hui, Director of the Personnel Division of the Shenzhen Municipal Health Commission, shared Shenzhen’s practical experience in deepening healthcare reform, highlighting its proactive efforts to drive institutional innovation in the development of health professionals and to build a high-caliber workforce.

In his address, Zhou Shuzhong, co-founder of DXY, stated that talent development is crucial to the advancement of healthcare. Over the past 12 years, DXY Talent has leveraged big data technology to continuously supply talent to medical institutions across China, striving to build a data-driven healthcare platform and provide medical services trusted by the public.

Huang Fei, Deputy Secretary of the Party Committee of the Guangdong Provincial Health Commission, underscored the importance of workforce development by drawing on Guangdong’s experience in healthcare delivery, and shared insights into promising initiatives such as building grassroots talent pools, reforming compensation systems, and overhauling personnel management.

Fang Jianning, Deputy Director of the Talent Exchange and Service Center of the National Health Commission, stated that Guangdong Province has achieved remarkable results over the past decade of healthcare reform. Shenzhen, focusing on addressing weaknesses, strengthening primary care, building highlands of excellence, and promoting health, has highlighted the strategy of “one deepening, two strengthenings, three enhancements, and four advancements” to create a Shenzhen model for Healthy China.

How Does Modern Hospital Management with “Shenzhen Characteristics” Drive Talent Development? The Exploration and Practice of Building Shenzhen’s Health Talent Policy System Have Attracted Industry-Wide Attention.

Liu Hui detailed the exploration and practice of building Shenzhen’s health workforce policy system, focusing on four key areas: workforce planning, policy implementation, talent evaluation, and talent management. Key initiatives included establishing a Health Action Promotion Committee, providing welfare benefits for healthcare professionals, strengthening high-level academic conferences, and reforming personnel and compensation systems in public hospitals. Shenzhen is committed to taking the lead in establishing a mature, basic medical and health system with Chinese characteristics.

Qiu Chen, President of Shenzhen People’s Hospital, shared insights on talent development in the context of modern hospital management. He emphasized strengthening the hospital’s talent workforce by segmenting and precisely positioning talent. On one hand, the “Peak Talent Plan” was implemented to attract high-end professionals; on the other, academic backbone personnel were recruited, with hierarchical classification and precise analysis conducted. Meanwhile, internal cultivation was prioritized, with a commitment to building a team of young, promising, and high-potential talents.

Jin Changxiao, Secretary of the Party Committee of Peking University Third Hospital, shared with attendees the principles and components of the hospital’s performance appraisal system. The performance assessment methods are formulated differentially based on the operational characteristics of each department and are closely linked to factors such as job roles, responsibilities, risks, and contributions. The assessment results for various indicators are tied to the overall operational performance of each department, with hospital-wide unified adjustments implemented to keep income disparities among departments within an appropriate range. He emphasized that fairness and efficiency must both be taken into account in the hospital’s overall performance appraisal.

Xiao Wanchao, Director of the Economic Management Office at Tongji Hospital Affiliated to Tongji Medical College of Huazhong University of Science and Technology, shared practices in performance accounting and allocation for secondary and tertiary hospitals, focusing on three aspects: the current status of domestic hospital performance reform, concepts and methods of hospital performance management, and key considerations for implementing performance management.

# Challenges and Breakthroughs in Talent Development at Prefecture-Level HospitalsThe challenges and breakthroughs in talent development at prefecture-level hospitals have become a hot topic. Wang Jingcheng, Chairman of the Prefecture-Level Hospital Branch of the Chinese Hospital Association and Chairman of the Northern Jiangsu People’s Hospital Medical Group, stated that the cultivation of medical professionals at prefecture-level hospitals should center on technical projects, thereby enhancing the hospitals’ comprehensive service capabilities through these initiatives.

Feng Lan, Vice President of Peking University International Hospital, discussed human resource management in modern hospitals amidst transformation and a talent management system aligned with hospital strategic needs. First, recruit professional talents who meet the hospital’s requirements; second, retain talent through competitive compensation; and third, provide robust training and development to support employees’ long-term career growth.

Driven by the internet, DXY Talent leverages insights and findings from composite big data to tailor recruitment strategies to the characteristics of talent at different levels. “Every recruitment process is an opportunity for employer branding and value transmission; strengthening hospital brand building can better articulate its talent philosophy and values,” said Han Xian, Senior Director of Talent Development at DXY.

Furthermore, Dingxiang Talent has reached cooperation intentions with Shenzhen People's Hospital, Shiyan People's Hospital of Bao'an District in Shenzhen, Shunde Women and Children's Hospital Affiliated to Guangdong Medical University, and Guangzhou Baiyunshan Hospital Co., Ltd. A signing ceremony was held on-site, and both parties will carry out in-depth cooperation on talent acquisition in the next step.

The “China Healthcare HR Managers Seminar” touring forum has been successfully held for seven consecutive years, with more than 20 sessions in total, exploring a wide range of industry topics such as industry trends, the latest policies, and management practices. DXY Talent strives to break new ground each time, delivering speech topics that better align with industry needs and featuring an elite lineup of speakers, thereby injecting new momentum into the development of China’s healthcare industry.