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首页> 外文期刊>The Canadian journal of hospital pharmacy. >Should Key Performance Indicators Be a Component of Performance Assessment for Individual Clinical Pharmacists?
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Should Key Performance Indicators Be a Component of Performance Assessment for Individual Clinical Pharmacists?

机译：关键绩效指标是否应该成为个别临床药剂师绩效评估的组成部分？

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Pharmacists represent a scarce human resource in Canadian hospitals, with about 2900 full-time pharmacists providing care for 95 000 acute care bed-days in 2010. It is vital to ensure that clinical pharmacists are performing the highest-value activities for the highest-priority patients. Clinical pharmacy leadership and front-line pharmacists require tools to facilitate objective assessment of employee performance, to define benchmarks for performance, and to facilitate the improvement of employee performance. If we cannot measure something, then we cannot control it. In turn, if we lack the ability to control something, then we cannot improve it. In brief, then, improvement efforts rely on measurement. This concept applies to the performance of both organizations and employees. Clinical pharmacists need objective feedback on their performance to understand what is expected of them and what is required to improve. A process known as performance management can assist with the provision of feedback and the promotion of performance improvement that is aligned with overall organizational performance. Examples of activities within a performance management system include setting performance targets at the individual level that are linked to organizational objectives, reviewing employees' progress toward those targets, and identifying areas for further development. The clinical pharmacy key performance indicator (cpKPI) is a tool that facilitates the setting of expectations and the measurement of progress by clinical pharmacists toward identified clinical performance goals. It can be used to quantitatively describe how often an evidence-based process or outcome of care occurs and ultimately to help identify focus areas for future strategies to improve employee performance.
机译：药剂师在加拿大医院中代表着稀缺的人力资源，2010年约有2900名全职药剂师为95 000急性病床日提供护理。确保临床药剂师为最高优先级开展最有价值的活动至关重要耐心。临床药房领导者和一线药师需要使用工具来促进对员工绩效的客观评估，定义绩效基准并促进员工绩效的提高。如果我们无法测量某些东西，那么我们就无法控制它。反过来，如果我们缺乏控制某些东西的能力，那么我们就无法改善它。简而言之，改进工作依赖于度量。此概念适用于组织和员工的绩效。临床药剂师需要有关其表现的客观反馈，以了解对他们的期望和需要改进的方面。称为绩效管理的过程可以协助提供反馈并促进与整体组织绩效保持一致的绩效改进。绩效管理系统内活动的示例包括在个人级别上设置与组织目标相关的绩效目标，审查员工在实现这些目标方面的进度以及确定需要进一步发展的领域。临床药学关键绩效指标（cpKPI）是一种工具，可帮助设定期望值并衡量临床药剂师朝着确定的临床绩效目标进行的进度。它可用于定量描述基于证据的护理过程或结果发生的频率，并最终帮助确定未来策略以提高员工绩效的重点领域。

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