Relevance. Medical personnel is one of the main resources that ensures the effective work of medical organizations. The shortage of specialists negatively affects the quality of medical care provided. For a medical organization, it is important to understand the current situation with staffing, tracking trends in the movement of personnel in order to correctly form a personnel policy and timely influence the identified negative trends. Purpose of the study. To analyze changes in the staffing of the City Clinical Hospital No. 1 named after. N.I. Pirogov for the period from 2012 to 2021. Materials and methods. The analysis of official statistical reporting forms containing information on the number of doctors, specialists with secondary medical education (SMR) was carried out using the methods of comparative analysis, statistical, content analysis. Results. In the staff list, there was an increase in the share of rates in the specialties «Obstetrics and Gynecology» (from 2.1% to 6.1%), «Obstetrics» (from 2.2% to 5.4%) and a decrease in the specialties «Clinical laboratory diagnostics» (from 6.1% to 2.6%), «Therapy» (from 4.7% to 2.5%). The number of positions in the staff list has slightly decreased, and the number of employed positions has decreased more significantly. Throughout the analyzed period, the age group up to 36 years prevailed among doctors. There was a trend towards a decrease in the average age of doctors from 38.2 in 2012 to 37.5 in 2021. The age structure of SMR is dominated by 3 age groups (under 36 years old, 36-45 years old and 46-55 years old), a trend towards an increase in the average age from 43.3 in 2012 to 44.1 in 2021 Discussion. The result of changes in the personnel structure of doctors was: an increase in the number of individuals, a decrease in the part-time coefficient (from 1.5 to 1.3), and a reduction in turnover rates (by leaving and taking in) by 2 or more times. However, the predominance of the age group under 36 led to a decrease in the number of doctors with the highest qualification category (from 44.6% to 29.2%). In the personnel structure of SMR, a decrease in the number of individuals is noted to a greater extent, higher staff turnover rates (by leaving and enrolling) than those of doctors. Conclusion. The analysis of personnel changes indicates the need to take priority measures for the formation and development of IDA, including the involvement of young professionals. When working with medical personnel, it is important to create conditions for stimulating specialists to obtain qualification categories.