[Interview] Dr. Hong Seung-mo, Chief of Incheon St. Mary's Hospital, Monsey-Korea 

Held discussions with over 300 medical staff members after assuming office.
Implemented extensive improvements in system facilities.
Increased job satisfaction led to improved medical performance.
Overcame the COVID-19 crisis through dedication.

The most critical value for Hong Seung-mo, Chief of Incheon St. Mary's Hospital, Monsey-Korea, is 'the happiness of the staff.' 
He believes that patients can receive satisfactory treatment when the staff are happy. 
After assuming office, one of his first tasks was holding discussions with over 300 medical staff members.
He personally listened to their grievances and initiated extensive hospital improvements based on their feedback. 
The high staff satisfaction led to outstanding medical performance, establishing a virtuous cycle. 
I met with Hong Seung-mo, Chief of Incheon St. Mary's Hospital, Monsey-Korea, ahead of the hospital's 66th anniversary on the 27th.

- It's been over three and a half years since you assumed office.
There has been much to do. I prioritized gaining the staff's trust after assuming office and sought to create an environment where they could work confidently. 
We completed the Brain Hospital in 2018 and built the integrated medical information system 'nU' for the Catholic Central Medical Center in 2019. 
Although the system replacement was quite cumbersome, the staff seemed to gain confidence in the hospital as it became more organically connected with the hospitals under the Catholic Central Medical Center.
We introduced the radiation therapy device 'MRIdian LINAC,' also known as the 'dream cancer treatment equipment,' for the first time in Korea. We plan to complete the Integrated Research Complex, providing a more pleasant research environment for the medical staff. 
These efforts have stimulated the staff, as the medical performance continues to improve.

- I heard that the establishment of the Brain Hospital was the first of its kind in Korea.
We are researching new treatments for degenerative and cerebrovascular diseases to conquer all brain diseases.
We pride ourselves on having balanced rhythms of treatment, research, education, and prevention at our Brain Hospital. 
Currently, over 40% of our patients have severe conditions, demonstrating the exceptional capabilities of our medical staff in treating high-complexity brain diseases. 
We aim to enhance our research capacity further and evolve into the leading hospital for treating neurological and brain disorders.

- Were there any difficulties during the COVID-19 situation?
Thanks to the dedication of our staff, I have been able to overcome difficulties well. 
I took proactive measures against COVID-19 from the beginning.
Since January of last year, before COVID-19 began to spread widely, I implemented measures such as restricting patient visits, controlling visitor access, and operating kiosks (unmanned comprehensive information guides).
In May of last year, we completely separated the routes of medical staff and COVID-19 testees to prevent infection risks. We installed 'Fever and Respiratory Safe Clinics' to prevent infections at their source. 
We are considered a model case for many hospitals nationwide and visited by many to learn from our practices.
Additionally, we dispatched medical support teams to the 'Life Treatment Centers,' which are COVID-19 asymptomatic and mild patient treatment facilities. We operated nine intensive care beds in response to the re-spread of COVID-19 at the end of last year.

- What is the management policy for this year?
Our management policy is 'CARE (Change, Adjustment, Recovery, and Evolution) through Change for Growth.'  
To achieve this, we are establishing focused strategies for each area: ▲Basic Management (Establishing a growth framework through patient-centered hospital operations) ▲Empathy Management (Collaboration and cooperation among Catholic-affiliated hospitals, realizing new values through breaking stereotypes) ▲Talent Management (Nurturing future talents and enhancing capabilities, establishing a healthy and fair organizational culture) ▲Happiness Management (Increasing convenience and satisfaction for patients and staff). We are pushing forward with these strategies by selecting and implementing the focused strategy for each area.

- What message would you like to convey to the staff?
Now is the time to proactively respond to change and pave the way forward.
I believe that if each staff member continues to do their best as they do now, we can gracefully overcome any challenges. 

Just as not every priest achieves sanctity, we can create a happy workplace and a shared future through effort and growth in striving toward goals.

- The phrase "As long as there is life, there is hope" on the hospital wall is profoundly moving.
It is engraved to give hope to patients, and it also reflects the mindset of the medical staff.
Many citizens remember Incheon St. Mary's Hospital as a 'mother hospital.' 
While it signifies a hospital where one is born and raised, it carries a deeper meaning of feeling a mother's love for her child. 
We aim to continue caring for the citizens of Incheon warmly, just like a mother's embrace.

- What direction will Incheon St. Mary's Hospital take in the future?
The integrated research complex and parking tower, to be completed in May next year, will serve as new growth drivers for Incheon

Reported by Boran Kim Translated by Jini Jung 다른기사 보기