Healthcare Management: News. Views. Education

1 . 2025

Algorithm and methodology for the formation of a corporate model of soft skills for managing medical personnel in a medical organization

Abstract

Based on the developed algorithm, methodological techniques for the formation of a corporate model of soft competencies of a medical person are presented using the example of a separate medical organization.

Aim. To systematize the methodology for forming a corporate model of soft competencies of medical personnel using the example of a separate medical organization.

Material and methods. This project was implemented in the Rehabilitation Center “Blagopoluchiye” in the Moscow Region. The main profile of activity: provision of medical services in the profile of medical rehabilitation after neurological and traumatological diseases, as well as rehabilitation after the new coronavirus infection COVID-19. The organization has 210 employees. Of these, 37 people are medical personnel. The bed fund is designed for the simultaneous stay of 100 patients. Analytical, sociological, statistical, administrative methods were used.

Results. An algorithm and methodology for constructing a corporate model of soft competencies for medical personnel has been developed.

Conclusion. The proposed methodological techniques for constructing a corporate model of soft competencies of medical personnel based on the developed algorithm are quite simple and can be implemented in a medical organization without the involvement of consulting companies.

Keywords: personnel management; sociological research of personnel in healthcare; soft skills; competency model

Funding. The study had no sponsor support.

Conflict of interest. The authors declare no conflict of interest.

Contribution. General management of the project, writing text, editing – Tikhonova N.K.; collection and statistical processing of the material – Semchenkov A.V.

For citation: Tikhonova N.K., Semchenkov A.V. Algorithm and methodology for the formation of a corporate model of soft skills for managing medical personnel in a medical organization. ORGZDRAV: novosti, mneniya, obuchenie. Vestnik VSHOUZ [HEALTHCARE MANAGEMENT: News, Views, Education. Bulletin of VSHOUZ]. 2025; 11 (1): 29–40. DOI: https://doi.org/10.33029/2411-8621-2025-11-1-29-40 (in Russian)

References

1. Modern methods of personnel assessment [Electronic resource]. URL: https://profkadrovik.ru/articles/ocenka/modern-methods-of-staff-evaluation/#metody-otsenki-kompetentsiy (in Russian)

2. McClelland D.C. Testing for competence rather than for «intelligence». Am Psychol. 1973; 28 (1): 1–14.

3. Boyatzis R.E. The competent manager: a model for effective performance. New York: John Wiley & Sons, 1982: 346 p. URL: https://www.researchgate.net/publication/247813294_The_Competent_Manager_A_Model_For_Effective_Performance

4. Boyatzis R.E. Review of literature on competency model development. In: S.M. Spencer, T. Rajah, S.A. Narayan, S. Mohan, G. Lahiri (eds). The Indian CEO: A Portrait of Excellence. Thousand Oaks, CA: Sage, 2007: 214 р.

5. Boyatzis R.E. Using tipping points of emotional intelligence and cognitive competencies to predict financial performance of leaders. Psicothema. 2006; 18: 124–131.

6. Boyatzis R.E., Leonard D., Rhee K., Wheeler J.V. Competencies can be developed, but not in the way we thought. Capability. 1996; 2 (2): 25–41.

7. Delors J. Education: hidden treasure: main provisions of the Report of the International Commission on Education for the Twenty-first Century. Moscow: UNESCO, 1996. URL: http://unesdoc.unesco.org/images/0011/001133/113351R.pdf (in Russian)

8. Education: the Hidden Treasure. Key Points of the Report of the International Commission on Education for the Twenty-First Century. URL: https://www.ifap.ru/library/book201.pdf (in Russian)

9. Tolochek V.A., Mashkova A.S. Competencies: research methods, results. Essential properties of psychological objects: interrelations and mutual limitations. Organizatsionnaya psikhologiya [Organizational Psychology]. 2020; 10 (4): 252–70. (in Russian)

10. Uvarina N.V., Korneeva N.Yu. Development of social partnership in the aspects of forming flexible skills of the region’s youth. Sovremennaya vysshaya shkola: innovatsionniy aspect [Modern Higher School: Innovation Aspect]. 2021; 13 (2): 94–9. (in Russian)

11. Public Health Association of BC. Public Health Core Competency Development, 2023. URL: https://phabc.org/public-health-core-competency-development

12. Reshetnikov V.A., Korshever N.G., Dorovskaya A.I. Training of specialists in the field of health management: the importance of developing competencies. Kazanskiy meditsinskiy zhurnal [Kazan Medical Journal]. 2015; (6): 1049–53. (in Russian)

13. Naygovzina N.B., Konanykhina A.K., Kochubey A.V. Tasks of training and continuous professional development of administrative and managerial personnel of healthcare in the system of additional professional education. Zdravookhranenie Rossiyskoy Federatsii [Health Care of the Russian Federation]. 2016; (60): 35–40. (in Russian)

14. Dictionary of competencies [Electronic resource]. URL: http://www.hr-portal.ru/slovar-kompetentsii (in Russian)

15. Rozin M. Ascending the Spiral. Theory and Practice of Reforming Organizations [Electronic resource]. Moscow: Alpina Publisher, 2022. URL: http://wwww.litress.com (in Russian)

16. Sharipova O.M. Application of a competency-based approach in personnel management and PR technologies to achieve the enterprise strategy. Liderstvo i menedzhment [Leadership and Management]. 2020; (2): 201–12. (in Russian)

17. Golovan’ N.O. Development of a competency-based approach to managing the human resources of a manufacturing enterprise. Molodoy uchoniy [Young Scientist]. 2021; (12): 194–8. (in Russian)

18. MTS Group Sustainable Development Report [Electronic resource]. Moscow: MTS. URL: http://our2015.mts.ru/ru/corporate_values.html (in Russian)

19. Reutova V.I. The relationship between managerial competencies and personal qualities of heads of internal affairs agencies. Сhelovek: prestupleniye i nakazaniye [Man: Crime and Punishment]. 2019; (33): 390–5. (in Russian)

20. Fanelli S., Lanza G., Enna C., Zangrandi A. Managerial competences in public organisations: the healthcare professionals’ perspective. BMC Health Serv Res. 2020; 20 (1): 303. URL: https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-020-05179-5

21. Ylitalo A., Laukka E., Heponiemi T., Kanste O.I. Primary healthcare managers’ perceptions of management competencies at different management levels in digital health services: secondary analysis. Leadersh Health Serv (Bradf Engl). 2022; 10: 247–60.

22. Figueroa C.A., Harrison R., Chauhan A., Meyer L. Priorities and challenges for health leadership and workforce management globally: a rapid review. BMC Health Serv Res. 2019; 19 (1): 239.

23. Laukka E., Pölkki T., Kanste O. Leadership in the context of digital health services: a concept analysis. J Nurs Manag. 2022; 30 (7): 2763–80.

24. Khayrulin I.I., Kamasheva A.V., Zhavoronkov V.V. Corporate model of competencies in the activities of a medical organization as a factor in improving its quality. Menedzher zdravookhraneniya [Health Care Manager]. 2019; (3): 6–11. (in Russian)

25. Kamasheva  A.V., Zhavoronkov  V.V. Assessment of medical organization personnel using the competency model. Menedzher zdravookhraneniya [Health Care Manager]. 2020; (2): 57–64. (in Russian)

26. Yarashova A.V. Reproduction of labor resources in capital healthcare organizations. Uroven’ zhizni naseleniya regionov Rossii [Living Standards of the Population in the Regions of Russia]. 2021; (2): 243–51. (in Russian)