REMEDIUMREMEDIUM1561-59362658-3534Joint-Stock Company Chicot178010.32687/1561-5936-2025-29-2-177-182Original ArticleThe need to assess and expediency of attracting non-medical professionals to medical organizationsMedvedevaElena I.e_lenam@mail.ruKroshilinSergey V.krosh_sergey@mail.ruResearch Institute for Healthcare Organization and Medical Management of Moscow Healthcare Department, Moscow, RussiaInstitute of Socio-Economic Problems of Population of the Federal Research Sociological Center of the Russian Academy of Sciences, Moscow, Russia15122025217718217102025Copyright © 2025,2025The work of medical organizations, management processes and implemented formats of medical care are undergoing significant transformations related to both medical care technologies and new digital capabilities of the Ministry of Health. This determines, on the one hand, an increase in the requirements for the possession of IT competencies by doctors, and on the other hand, an increase in the non-core burden on medical personnel. That is why the involvement of non-doctors and IT specialists should compensate for the needs of medical organizations in this area. However, it is very problematic to accurately determine the number of specialists without medical education who perform related functions in the provision of medical care. One of the possible approaches to solve this problem is the implementation of an expert approach structured in the form of a SWOT analysis with a weighted score. This will allow us to identify all favorable and promising opportunities for attracting non-medics to the Ministry of Defense, as well as to assess the difficulties and associated risks of this attraction.medical worker without medical education"non-doctors"involvement of "non-doctors" in medical organizationspersonnel managementSWOT analysis, expert analysis, management in healthcareмедицинский работник без медицинского образования«немедики»привлечение «немедиков» в медицинские организацииуправление персоналомSWOT-анализ, экспертный анализ, менеджмент в здравоохранении[Towolawi T. Impact of telemedicine in management of chronic diseases. Health and Social Care. 2018;1(3):41—61.][Alexandrova O. A., Medvedeva E. I., Kroshilin S. V. Telemedicine in modern conditions: the attitude of society and the vector of development. Economic and social changes: facts, trends, forecast. 2022;15(3):200—222. DOI: 10.15838/esc.2022.3.81.11][Kroshilin S. V., Medvedeva E. I. New medical technologies: gender differences in the perception of telemedicine. Bulletin of the N. A. Semashko National Research Institute of Public Health. 2023;(3):79—86. DOI: 10.25742/NRIPH.2023.03.013][Aksenova E. I., Medvedeva E. I., Kroshilin S. V. The use of digital technologies in the activities of medical organizations. Healthcare of the Russian Federation. 2024;68(5):356—363. DOI: 10.47470/0044-197X-2024-68-5-356-363][Aksenova E. I., Kroshilin S. V., Medvedeva E. I. Chatbots — the modern reality of consulting in medicine. Healthcare of the Russian Federation. 2023;67(5):403—410. DOI: 10.47470/0044-197X-2023-67-5-403-410][Weinreich N. K. A more perfect union: integrating quantitative and qualitative methods in social marketing research. Social Marketing Quarterly. 1996;3(1):53—58. DOI: 10.1080/15245004.1996.9960961][Skrigan M. I. Combination and combination of information collection methods in sociological and marketing research: general characteristics. A Young Scientist. 2015;(15):539—543.][Aksenova E. I., Alexandrova O. A., Alekperova N. V., eds. Organizational and personnel mechanisms for improving the efficiency of medical organizations. Moscow; 2022. (In Russ.)][Starshinin A. V., Medvedeva E. I., Kroshilin S. V. Transformation of the personnel management process: restyling of the duties of non-medical workers. The Health of the Metropolis. 2023;4(2):60—72. DOI: 10.47619/2713—2617.zm.2023.v.4i2;60—72][Dementiev V. V., Ponomarenko G. S. The use of SWOT analysis in analyzing the activities of a medical institution. Siberian Medical Review. 2012;4(76):92—95.][Chernavskikh E. N., Ivanova O. G. Marketing strategy of private companies in the market of paid medical services. Economics and Entrepreneurship. 2024;(3):813—820. DOI: 10.34925/EIP.2024.164.3.156]