Introduction. This article describes the procedure for personnel management in a pharmacy organization in terms of the current requirements of Good Pharmacy Practice (GAP) and Quality Management System (QMS). A key element of the NSP and QMS is staff, so the HR management system should be based on the principles and foundations inherent in these concepts and be adequate to the current quality system in the pharmacy organization. Text. Quality management involves the use of systematic and process approaches. In doing so, pharmacies need to take a number of steps to improve the quality of the workforce, its activities and involvement in the process of formation of NPS and QMS. In addition, the professional development of staff is an essential condition and key to the successful functioning of the quality system, as well as the efficiency, performance and well-being of the organization as a whole. To implement the requirements of the quality management system, specialists of the personnel department, managers of all levels, as well as ordinary employees should be involved. Achieving a high level of quality management system at the enterprise is possible only in the presence of highly qualified personnel with certain competences. According to the requirements of Good Pharmacy Practice, which came into effect on March 1, 2017, the Pharmacy should implement the Personnel Adaptation Programme. Adaptation is a complex and time-consuming process of adjusting new employees to the content, working conditions and social environment of the organization, the gradual inclusion of new employees in the professional activities and team, and the pharmaceutical industry has its own characteristics and specifics. In the article the variant of the program of adaptation for the young employee including various aspects and forms of its carrying out which can render the essential help to heads of the drugstore organizations and experts of service of the personnel at training of new employees is offered. In addition to the adaptation program, the pharmacy organization should develop and implement a training system that corresponds to the specifics of the organization's production processes. The training needs of staff are determined by the training specialist, who annually and on a quarterly basis forms a schedule for external training of staff. The training schedule takes into account the plans for the development and updating of documents of the organization, which relate to the working activities of the employee. Training according to the documents is carried out by the head of the structural subdivision, the results of knowledge control should be recorded by him in the internal training cards of the employee. In contrast to the traditional approach to the organization of personnel training in the pharmacy organization, it is now rational to introduce standard and individual training matrices. Conclusion. The authors express their vision of strategy, planning, professional growth management, training of new knowledge and skills of personnel in the quality management system.
Review of the evaluation of the key nodes in quality system management based on the uncertainty quantification method
