目的 以医药分开改革为契机，在职能部门的绩效管理考核和分配上建立岗位管理新制度。方法 通过对岗位职责、程序化及项目化工作的梳理，探索以岗位价值系数、岗位胜任系数、考评系数及管理系数多维度考核指标，重点激励岗位产出量和技术难度。结果 从科室管理，流程优化，工作效率，沟通协作等角度分析医改前后转变。结论 重点激励性的分配制度，逐步被职能部门员工所接受，并取得较为明显的成效。

Objective To establish a new system of post management in aspect of the performance management assessment and allocation in functional department base on an opportunity that medical and drug will be separated. Methods Through analyzing the responsibilities of the position, procedural and projectized work, this paper explored the value coefficient of position, coefficient of position competency, coefficient of evaluation and management and multi-dimensional evaluation indexes, for key motivating the position production and technical difficulties. Results The change was analyzed before and after the reform base on the perspective of department management, process optimization, work efficiency, communication and coordination. Conclusion Little by little the major incentive of distribution system have been accepted by staffs among functional department and have obtained significant result.