Objective Based on the three-dimensional quality structure model,to construct the nursing quality evaluation index system for acute leukemia,in order to provide references for clinical evaluation of quality of nursing care for acute leukemia.Methods Based on the theory of Donabedian's structure-process-outcome quality structure model,through literature search,semi-structured interview,expert meeting,expert consultation and analytic hierarchy process,the quality evaluation index system and index weight for acute leukemia were determined.Results After two rounds of expert consultation,questionnaire response rates were 94.74％,100％;expert authority coefficients were 0.848,0.854;Kendall coordination coefficients were 0.273,0.420,and P values were all less than 0.01.The final index system consisted of 3 first-level indicators,8 second-level indicators,and 24 third-level indicators (3 structure indicators,7 process indicators,14 outcome indicators).Each of third-level indicators contained index names,calculation methods,and data collection methods.Conclusion The process of construction of nursing quality evaluation index system for acute leukemia is scientific,the contents are reasonable,which can reflect nursing characteristics of acute leukemia.

Systematic and scientific training for all employees is an important means to improve the medical quality and service level of general hospitals. The authors′ hospital established a staff training university in 2012, built an integrated training management platform, and explored the combination of online and offline training for all its staff. Guided by the hospital′s development goals and service objectives, professional courses and comprehensive courses were set. Each specialty sets the course content and credit requirements according to the level of staffs, and dynamically adjusts the course setting according to the needs and training effect evaluation. This training mode ensured the effective implementation of in-hospital training, and the credit qualification rate of staffs had increased from 29.31% in 2012 to 85.37% in 2020; Improved the pertinence, timeliness and practicability of training; It enriched the training resources, broke the time and space constraints of training, and eliminated the contradiction between work and study.

In the context of the construction of " double sinking and double upgrading" in Zhejiang province, a provincial hospital explored a pilot talent working mechanism of " provincial hospital recruit staff and county hospital get experts" in the process of cooperating with county hospitals. In view of the problem that high-quality medical human resources were difficult to sink, with the flexibility of the reform of post filing and staffing, we put forward the idea of " provincial hospital recruit staff and county hospital get experts" , established key support disciplines, recruited staff by provincial hospitals, and arranged experts to precisely " sink as needed" to help disciplines of county hospitals. It helped to explore the establishment of a long-term mechanism to promote the flow of excellent medical talents to remote mountain areas, built a " specialized community" of provincial and county hospitals, and improved the medical service capacity, medical quality and discipline construction of county hospitals.

In the process of multi-campus hospital development, the main challenge of hospital human resource management is to meet the rapidly increasing demand for human resources in new hospital areas, ensure the quality of medical human resources, improve the efficiency of human resource management, and ensure effective balance among the three. Over the years of practice, the Second Affiliated Hospital Zhejiang University School of Medicine had always adhered to " hospital area coordinated management" and " personnel homogeneous management" , coordinated personnel recruitment and introduction, coordinated human resource allocation across multi-campus in the same discipline, unified job management across multi-campus, unified employee qualification, assessment and training system, and established an integrated digital human resource management platform, which ensured the high-quality expansion and reasonable layout of the hospital′s human resources, and ensured the rational layout and orderly development of disciplines.