HR Standards Translated 1معايير الموارد البشرية سباهي مترجمة
HR Standards Translated 1معايير الموارد البشرية سباهي مترجمة
HR Standards Translated 1معايير الموارد البشرية سباهي مترجمة
HR.1 HR.1
The hospital has human resources department/unit. . ﻭﺣﺩﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ/ ﻟﺩﻯ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻗﺳﻡ
Standard Intent:
Human resource management (HRM), or human resource :ﺍﻟﻐﺭﺽ
development, involves planning, implementing, and managing ، ﺃﻭ ﺗﻧﻣﻳﺔ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﺗﺧﻁﻳﻁ ﻭﺗﻧﻔﻳﺫ ﻭﺇﺩﺍﺭﺓ ﺍﻟﺗﻭﻅﻳﻑ،(ﻭﺗﺷﻣﻝ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ )ﻫﺭﻡ
recruitment, as well as selection, training, career, and organizational . ﻭﻣﺑﺎﺩﺭﺍﺕ ﺍﻟﺗﻁﻭﻳﺭ ﺍﻟﺗﻧﻅﻳﻣﻲ ﺩﺍﺧﻝ ﺍﻟﻣﻧﻅﻣﺔ،ﻓﺿﻼ ﻋﻥ ﺍﺧﺗﻳﺎﺭ ﻭﺍﻟﺗﺩﺭﻳﺏ ﻭﺍﻟﺗﺩﺭﻳﺏ ﺍﻟﻭﻅﻳﻔﻲ
development initiatives within an organization. ﺍﻟﻬﺩﻑ ﻣﻥ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻫﻭ ﺗﺣﻘﻳﻕ ﺃﻗﺻﻰ ﻗﺩﺭ ﻣﻥ ﺍﻹﻧﺗﺎﺟﻳﺔ ﻟﻠﻣﻧﻅﻣﺔ ﻣﻥ ﺧﻼﻝ ﺗﺣﺳﻳﻥ
The goal of HRM is to maximize the productivity of an organization by
.ﻓﻌﺎﻟﻳﺔ ﻣﻭﻅﻔﻳﻬﺎ ﻓﻲ ﺍﻟﻭﻗﺕ ﻧﻔﺳﻪ ﺗﺣﺳﻳﻥ ﺣﻳﺎﺓ ﺍﻟﻌﻣﻝ ﻟﻠﻣﻭﻅﻔﻳﻥ ﻭﻣﻌﺎﻣﻠﺔ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻛﻣﻭﺍﺭﺩ ﻗﻳﻣﺔ
optimizing the effectiveness of its employees while simultaneously
improving the work life of employees and treating employees as
، ﻭﺭﺿﺎ ﺍﻟﻣﻭﻅﻔﻳﻥ، ﻓﺈﻥ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﺗﺿﻡ ﺟﻬﻭﺩﺍ ﻟﺗﻌﺯﻳﺯ ﺍﻟﺗﻧﻣﻳﺔ ﺍﻟﺷﺧﺻﻳﺔ،ﻭﻟﺫﻟﻙ
valuable resources. Therefore, HRM comprises efforts to promote .ﻭﺍﻻﻣﺗﺛﺎﻝ ﻟﻠﻘﻭﺍﻧﻳﻥ ﺍﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﻌﻣﻝ
personal development, employee satisfaction, and compliance with ﺗﺭﮐﺯ ﺇﺩﺍﺭﺍﺕ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ،ﻭﻟﺗﺣﻘﻳﻕ ﺍﻟﺗﻭﺍﺯﻥ ﺑﻳﻥ ﺃﻫﺩﺍﻑ ﻭﺍﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺍﻟﻣﻭﻅﻔﻳﻥ
employment-related laws. . ﺍﻟﺗﺧﻁﻳﻁ ﻭﺍﻟﺗﻧﻔﻳﺫ ﻭﺍﻟﺗﻘﻳﻳﻡ:ﺍﻟﺑﺷﺭﻳﺔ ﻋﻠﯽ ﻫﺫﻩ ﺍﻟﻭﻅﺎﺋﻑ ﺃﻭ ﺍﻷﻧﺷﻁﺔ ﺍﻟﻌﺎﻣﺔ ﺍﻟﺛﻼﺛﺔ
To achieve balance between employer and employee goals and needs, ﻳﺣﺎﻭﻝ ﻣﺩﻳﺭﻭ ﺍﻟﻣﻭﺍﺭﺩ.ﻭﺗﺷﻳﺭ ﻭﻅﻳﻔﺔ ﺍﻟﺗﺧﻁﻳﻁ ﺇﻟﻰ ﻭﺿﻊ ﺳﻳﺎﺳﺎﺕ ﻭﺃﻧﻅﻣﺔ ﻟﻠﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ
HRM departments focus on these three general functions or activities: ﺍﻟﺑﺷﺭﻳﺔ ﺗﺣﺩﻳﺩ ﺃﻧﺷﻁﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻓﻲ ﺍﻟﻣﺳﺗﻘﺑﻝ ﻭﺍﻟﺗﺧﻁﻳﻁ ﻟﺗﻧﻔﻳﺫ ﺇﺟﺭﺍءﺍﺕ ﺇﺩﺍﺭﺓ
planning, implementation, and evaluation. .ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻟﻣﺳﺎﻋﺩﺓ ﺍﻟﺷﺭﻛﺎﺕ ﻋﻠﻰ ﺗﺣﻘﻳﻕ ﺃﻫﺩﺍﻓﻬﺎ
The planning function refers to the development of human resource ﺍﻻﺳﺗﺣﻭﺍﺫ ﻭﺍﻟﺗﻁﻭﻳﺭ ﻭﺍﻟﺗﻌﻭﻳﺽ:ﻭﻳﺷﻣﻝ ﺗﻧﻔﻳﺫ ﺧﻁﻁ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﺃﺭﺑﻌﺔ ﺃﻧﺷﻁﺔ ﺃﺳﺎﺳﻳﺔ
policies and regulations. Human resource managers attempt to .ﻭﺍﻟﺻﻳﺎﻧﺔ
determine future HRM activities and plan for the implementation of ﺍﻻﺳﺗﺣﻭﺍﺫ ﻳﻧﻁﻭﻱ ﻋﻠﻰ ﺗﻭﻅﻳﻑ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻋﻠﻰ ﺍﻷﺭﺟﺢ ﻟﻣﺳﺎﻋﺩﺓ ﻣﻧﻅﻣﺔ ﺗﺣﻘﻳﻕ ﻣﻬﻣﺗﻬﺎ
HRM procedures to help companies realize their goals.
.ﻭﺃﻫﺩﺍﻓﻬﺎ
Implementation of HRM plans involves four primary activities:
acquisition, development, compensation, and maintenance.
.ﻭﺗﺷﻣﻝ ﻭﻅﻳﻔﺔ ﺍﻟﺗﻁﻭﻳﺭ ﺗﺩﺭﻳﺏ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻷﺩﺍء ﻣﻬﺎﻣﻬﻡ ﺑﻣﺎ ﻳﺗﻣﺎﺷﻰ ﻣﻊ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺔ ﺍﻟﻣﻧﻅﻣﺔ
Acquisition entails the hiring of employees most likely to help a ﻭﻳﻧﻁﻭﻱ ﻫﺫﺍ ﺍﻟﻧﺷﺎﻁ ﺃﻳﺿﺎ ﻋﻠﻰ ﺟﻬﻭﺩ ﺍﻟﻣﻧﻅﻣﺔ ﻟﻠﺳﻳﻁﺭﺓ ﻋﻠﻰ ﺳﻠﻭﻙ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺗﻐﻳﻳﺭﻩ ﻣﻥ
organization achieve its mission and goals. .ﺧﻼﻝ ﻋﻣﻠﻳﺎﺕ ﺍﻻﺳﺗﻌﺭﺍﺽ ﻭﺍﻟﺗﻘﻳﻳﻡ ﻭﺍﻟﺣﻭﺍﻓﺯ ﻭﺍﻻﻧﺿﺑﺎﻁ
The development function includes the training of employees to perform .ﻭﻳﺷﻣﻝ ﺍﻟﺗﻌﻭﻳﺽ ﺩﻓﻊ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻟﻘﺎء ﺧﺩﻣﺎﺗﻬﻡ
their tasks in line with organization strategy. This activity also involves ﺗﻘﻳﻳﻡ ﺳﻳﺎﺳﺎﺕ ﺇﺩﺍﺭﺓ:ﻭﺗﺷﻣﻝ ﺍﻟﺻﻳﺎﻧﺔ ﻋﻼﻗﺎﺕ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺍﻟﺗﻭﺍﺻﻝ ﻣﻊ ﺍﻟﻘﺎﺩﺓ ﻭﻭﻅﻳﻔﺔ ﺍﻟﺗﻘﻳﻳﻡ
organization efforts to control and change employee behavior via .ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻟﺗﺣﺩﻳﺩ ﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺕ ﻓﻌﺎﻟﺔ
reviews, appraisals, incentives, and discipline.
Compensation covers the payment of employees for their services.
Maintenance includes employee relations and communication with
leaders and the evaluation function: the assessment of HRM policies to
determine whether they are effective.
HR.1.1
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
The human resources department is well staffed and equipped to match HR.1.1
the size and needs of the hospital. ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻫﻲ ﻣﺟﻬﺯﺓ ﺑﺷﻛﻝ ﺟﻳﺩ ﻭﻣﺟﻬﺯﺓ ﻟﺗﺗﻧﺎﺳﺏ ﻣﻊ ﺣﺟﻡ ﻭﺍﺣﺗﻳﺎﺟﺎﺕ
HR.1.2 .ﺍﻟﻣﺳﺗﺷﻔﻰ
The head of the human resources department is qualified in managing
human resources by education, training, or experience. HR.1.2
HR.1.3 ﺭﺋﻳﺱ ﻗﺳﻡ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻣﺅﻫﻝ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻣﻥ ﺧﻼﻝ ﺍﻟﺗﻌﻠﻳﻡ ﺃﻭ ﺍﻟﺗﺩﺭﻳﺏ ﺃﻭ
Policies and procedures manual guides the work of human resources .ﺍﻟﺧﺑﺭﺓ
department. HR.1.3
HR.1.3.1 The manual includes items related to recruitment, .ﺩﻟﻳﻝ ﺍﻟﺳﻳﺎﺳﺎﺕ ﻭﺍﻹﺟﺭﺍءﺍﺕ ﻳﺭﺷﺩ ﻋﻣﻝ ﻗﺳﻡ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ
hiring, resignation, termination, grievance and complaints,
leaves, new employee orientation, on job training, and ﻳﺗﺿﻣﻥ ﺍﻟﺩﻟﻳﻝ ﺑﻧﻭﺩﺍ ﺗﺗﻌﻠﻕ ﺑﺎﺧﺗﻳﺎﺭﺍﺕ ﺍﻟﺗﻭﻅﻳﻑ ﻭﻋﻣﻠﻳﺔ ﺍﻟﺗﻭﻅﻳﻑ ﻭﺍﻻﺳﺗﻘﺎﻟﺔHR.1.3.1
performance appraisal. ﻭﺇﻧﻬﺎء ﺍﻟﺧﺩﻣﺔ ﻭﺍﻟﺗﻅﻠﻡ ﻭﺍﻟﺷﻛﺎﻭﻯ ﻭﺍﻹﺟﺎﺯﺍﺕ ﻭﺍﻟﺗﻭﺟﻪ ﺍﻟﺟﺩﻳﺩ ﻟﻠﻣﻭﻅﻔﻳﻥ ﻭﺍﻟﺗﺩﺭﻳﺏ ﻋﻠﻰ ﺍﻟﻌﻣﻝ
HR.1.3.2 The manual is made accessible and communicated to .ﻭﺗﻘﻳﻳﻡ ﺍﻷﺩﺍء
all staff members.
HR.1.3.3 Policies and procedures contained in the manual are
. ﻳﻣﻛﻥ ﺍﻟﻭﺻﻭﻝ ﺇﻟﻰ ﺍﻟﺩﻟﻳﻝ ﻭﺇﺑﻼﻏﻪ ﺇﻟﻰ ﺟﻣﻳﻊ ﺍﻟﻣﻭﻅﻔﻳﻥHR.1.3.2
implemented.
. ﺗﻧﻔﺫ ﺍﻟﺳﻳﺎﺳﺎﺕ ﻭﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟﻭﺍﺭﺩﺓ ﻓﻲ ﺍﻟﺩﻟﻳﻝHR.1.3.3
HR.2 HR.2
Heads of departments, in collaboration with the human ﺑﻭﺿﻊ ﻭﺗﻧﻔﻳﺫ ﻭﺭﺻﺩ ﺧﻁﻁ، ﺑﺎﻟﺗﻌﺎﻭﻥ ﻣﻊ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ،ﻳﻘﻭﻡ ﺭﺅﺳﺎء ﺍﻹﺩﺍﺭﺍﺕ
resources department, develop, implement, and monitor .ﺍﻟﺗﻭﻅﻳﻑ ﻓﻲ ﺍﻹﺩﺍﺭﺍﺕ
departmental staffing plans.
Standard Intent:
Job analysis consists of determining—often with the help of other
hospital areas—the nature and responsibilities of various employment :ﺍﻟﻐﺭﺽ
positions. This can encompass determination of the skills and ﻁﺑﻳﻌﺔ- ﻏﺎﻟﺑﺎ ﺑﻣﺳﺎﻋﺩﺓ ﻣﻧﺎﻁﻕ ﺍﻟﻣﺳﺗﺷﻔﻳﺎﺕ ﺍﻷﺧﺭﻯ- ﻳﺗﻛﻭﻥ ﺗﺣﻠﻳﻝ ﺍﻟﻭﻅﺎﺋﻑ ﻣﻥ ﺗﺣﺩﻳﺩ
experiences necessary to adequately perform in a position, ﻭﻳﻣﻛﻥ ﺃﻥ ﻳﺷﻣﻝ ﺫﻟﻙ ﺗﺣﺩﻳﺩ ﺍﻟﻣﻬﺎﺭﺍﺕ ﻭﺍﻟﺧﺑﺭﺍﺕ ﺍﻟﻼﺯﻣﺔ.ﻭﻣﺳﺅﻭﻟﻳﺎﺕ ﻣﺧﺗﻠﻑ ﻭﻅﺎﺋﻑ ﺍﻟﺗﻭﻅﻳﻑ
identification of job and industry trends, and anticipation of future ﻭﺗﻭﻗﻊ ﻣﺳﺗﻭﻳﺎﺕ ﺍﻟﻌﻣﺎﻟﺔ ﻓﻲ، ﻭﺗﺣﺩﻳﺩ ﺍﺗﺟﺎﻫﺎﺕ ﺍﻟﻌﻣﻝ ﻭﺍﻟﺻﻧﺎﻋﺔ،ﻷﺩﺍء ﺍﻟﻭﻅﺎﺋﻑ ﺑﺷﻛﻝ ﻣﻼﺋﻡ
employment levels and skill requirements. Job analysis also provides ﻛﻣﺎ ﻳﻭﻓﺭ ﺗﺣﻠﻳﻝ ﺍﻟﻭﻅﺎﺋﻑ ﻣﻌﻠﻭﻣﺎﺕ ﺻﺣﻳﺣﺔ ﻋﻥ ﺍﻟﻭﻅﺎﺋﻑ ﺍﻟﺗﻲ.ﺍﻟﻣﺳﺗﻘﺑﻝ ﻭﻣﺗﻁﻠﺑﺎﺕ ﺍﻟﻣﻬﺎﺭﺍﺕ
valid information about jobs that is used to hire and promote people, ﻭﺍﺗﺧﺎﺫ، ﻭﺗﺣﺩﻳﺩ ﺍﻻﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﺗﺩﺭﻳﺑﻳﺔ، ﻭﺗﺣﺩﻳﺩ ﺍﻷﺟﻭﺭ،ﺗﺳﺗﺧﺩﻡ ﻟﺗﻭﻅﻳﻑ ﻭﺗﻌﺯﻳﺯ ﺍﻟﻧﺎﺱ
establish wages, determine training needs, and make other important ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﻟﻬﺎﻣﺔ ﺍﻷﺧﺭﻯ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ
HRM decisions ﺿﻣﻥ ) ﻣﻥ ﺧﻼﻝ ﺍﻟﺗﺣﻭﻳﻼﺕ،ﺍﻟﺗﻭﻅﻳﻑ ﻫﻭ ﺍﻟﻌﻣﻠﻳﺔ ﺍﻟﻔﻌﻠﻳﺔ ﻹﺩﺍﺭﺓ ﺗﺩﻓﻕ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺇﻟﻰ
Staffing is the actual process of managing the flow of personnel into,
، ﻭﺑﻣﺟﺭﺩ ﺍﻻﻧﺗﻬﺎء ﻣﻥ ﺟﺯء ﺍﻟﺗﻭﻅﻳﻑ ﻣﻥ ﻋﻣﻠﻳﺔ ﺍﻟﺗﻭﻅﻳﻑ. ﻭﻣﻥ ﺧﺎﺭﺝ ﺍﻟﻣﻧﻅﻣﺔ،(ﻭﺍﻟﺗﺭﻗﻳﺎﺕ
within (through transfers and promotions), and out of an organization.
Once the recruiting part of the staffing process has been completed,
، ﻭﺍﻻﺧﺗﺑﺎﺭ، ﻭﺍﻟﺷﻳﻛﺎﺕ ﺍﻟﻣﺭﺟﻌﻳﺔ، ﻭﺍﻟﻣﻘﺎﺑﻼﺕ،ﻭﻳﺗﻡ ﺇﻧﺟﺎﺯ ﺍﻻﺧﺗﻳﺎﺭ ﻣﻥ ﺧﻼﻝ ﻭﻅﺎﺋﻑ ﺷﺎﻏﺭﺓ
selection is accomplished through job postings, interviews, reference .ﻭﻏﻳﺭﻫﺎ ﻣﻥ ﺍﻷﺩﻭﺍﺕ
checks, testing, and other tools. . ﻫﻧﺎﻙ ﺍﻟﻌﺩﻳﺩ ﻣﻥ ﺍﻟﻘﺿﺎﻳﺎ ﺍﻟﺗﻲ ﻗﺩ ﺗﻧﺷﺄ ﺍﻟﻧﺯﺍﻋﺎﺕ ﺑﻳﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺃﺻﺣﺎﺏ ﺍﻟﻌﻣﻝ،ﻓﻲ ﻣﻧﻅﻣﺔ
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
In an organization, there are several issues on which disputes may ﻫﻲ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﺍﻟﺗﻲ ﺗﻌﻣﻝ، ﻓﻲ ﻣﺛﻝ ﻫﺫﺍ ﺍﻟﺳﻳﻧﺎﺭﻳﻭ.ﺍﻟﺻﺭﺍﻋﺎﺕ ﺃﻣﺭ ﻻ ﻣﻔﺭ ﻣﻧﻪ ﺗﻘﺭﻳﺑﺎ
arise between the employees and the employers. Conflicts are almost ﺛﻡ. ﻳﺳﺗﻣﻌﻭﻥ ﺃﻭﻻ ﺇﻟﻰ ﻣﻅﺎﻟﻡ ﺍﻟﻣﻭﻅﻔﻳﻥ.ﻛﻣﺳﺗﺷﺎﺭ ﻭﻭﺳﻳﻁ ﻟﻔﺭﺯ ﺗﻠﻙ ﺍﻟﻘﺿﺎﻳﺎ ﺑﻁﺭﻳﻘﺔ ﻓﻌﺎﻟﺔ
inevitable. In such a scenario, it is the human resource department ﻓﺈﻧﻬﺎ ﺗﺗﺧﺫ ﺇﺟﺭﺍءﺍﺕ ﻓﻲ ﺍﻟﻭﻗﺕ ﺍﻟﻣﻧﺎﺳﺏ ﻭﻣﻧﻊ، ﻭﺑﻌﺑﺎﺭﺓ ﺃﺧﺭﻯ.ﻳﺄﺗﻳﻭﻥ ﺑﺣﻠﻭﻝ ﻣﻧﺎﺳﺑﺔ ﻟﻔﺭﺯﻫﺎ
which acts as a consultant and mediator to sort out those issues in an .ﺍﻻﻣﻭﺭ ﻣﻥ ﺍﻟﺧﺭﻭﺝ ﻣﻥ ﺍﻟﻳﺩﻳﻥ
effective manner. They first hear the grievances of the employees. :ﻭﻳﻣﻛﻥ ﺃﻳﺿﺎ ﺗﺣﺩﻳﺩ ﻣﻬﺎﻡ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻋﻠﻰ ﺍﻟﻧﺣﻭ ﺍﻟﺗﺎﻟﻲ
Then they come up with suitable solutions to sort them out. In other
• ﺇﺩﺍﺭﺓ ﺍﻟﺭﻭﺍﺗﺏ ﻭﺍﻟﺿﺭﺍﺋﺏ
words, they take timely action and prevent things from going out of
hands. • ﺣﻣﺎﻳﺔ ﺍﻟﻣﺳﺅﻭﻟﻳﺔ
Human resources functions may also be outlined as follows: • ﺍﻻﻣﺗﺛﺎﻝ ﺍﻟﻘﺎﻧﻭﻧﻲ
• Payroll & tax administration • ﻓﻭﺍﺋﺩ ﺍﻟﺗﻔﺎﻭﺽ
• Liability protection • ﺇﺩﺍﺭﺓ ﺍﻟﻔﻭﺍﺋﺩ
• Legal compliance • ﻣﻭﻫﺑﺔ ﺍﻛﺗﺳﺎﺏ
• Benefits negotiation • ﺟﺩﻳﺩﺓ ﺍﻟﺗﻌﺭﻳﻔﻲ ﺗﺄﺟﻳﺭ ﻭﺍﻟﺗﻭﺟﻳﻪ
• Benefits administration • ﺍﺩﺍﺭﺓ ﺍﻷﺩﺍء
• Talent acquisition • ﺍﻟﺗﺩﺭﻳﺏ ﻋﻠﻰ ﺍﻟﻘﻳﺎﺩﺓ
• New hire induction and orientation • ﺗﻁﻭﻳﺭ ﺍﻟﻣﻭﻅﻔﻳﻥ
• Performance management • ﻣﺭﺍﻗﺑﺔ ﺍﻟﻭﻗﺕ ﻭﺍﻟﺣﺿﻭﺭ
• Leadership training
• ﺇﺩﺍﺭﺓ ﻣﻅﺎﻟﻡ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺍﻟﻧﺯﺍﻋﺎﺕ
• Employee development
• Time and attendance monitoring • ﺭﺻﺩ ﺭﺿﺎ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﻭﺿﻊ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺎﺕ ﺍﻻﺣﺗﻔﺎﻅ
• Managing employee grievances and conflicts • ﻣﺭﺍﺟﻌﺔ ﻭﺇﺭﺷﺎﺩ ﺇﻧﻬﺎء ﺍﻟﺧﺩﻣﺔ
• Employee satisfaction monitoring and developing retention ﻳﺗﻭﻗﻊ ﺃﻥ ﻳﺗﻭﻟﻰ ﻣﺩﻳﺭ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ،ﻭﻟﺗﻧﻔﻳﺫ ﺟﻣﻳﻊ ﺍﻟﻣﻬﺎﻡ ﺍﻟﻣﺫﻛﻭﺭﺓ ﺑﺷﻛﻝ ﺟﻳﺩ ﻭﺭﺻﺩﻫﺎ
strategies .ﺍﻟﻣﺅﻫﻝ ﻗﻳﺎﺩﺓ ﻗﺳﻡ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ
• Termination review and guidance ﻭﺗﺩﻣﺞ ﺍﻟﻣﻧﻅﻣﺎﺕ ﻋﺎﻟﻳﺔ ﺍﺃﻟﺩﺍء ﻣﺑﺎﺩﺭﺍﺕ ﺍﻟﺗﺧﻁﻳﻁ ﻟﻠﻘﻭﻯ ﺍﻟﻌﺎﻣﻠﺔ ﻓﻲ ﻋﻣﻠﻳﺎﺗﻬﺎ ﺍﻟﺗﺟﺎﺭﻳﺔ ﻭﺍﻟﺗﺧﻁﻳﻁ
In order to have all those mentioned functions well performed and ﺣﻳﺙ ﺗﺳﺗﻣﺭ ﻣﺧﺭﺟﺎﺕ ﺗﺧﻁﻳﻁ ﺍﻟﻘﻭﻯ ﺍﻟﻌﺎﻣﻠﺔ ﻓﻲ ﺍﻟﻧﻣﻭ،ﺍﺍﻟﺳﺗﺭﺍﺗﻳﺟﻲ ﺃﻛﺛﺭ ﻣﻥ ﺃﻱ ﻭﻗﺕ ﻣﺿﻰ
monitored, a qualified human resources manager is expected to lead ﻭﻣﻥ ﺍﻟﻣﺭﺟﺢ ﺃﻥ ﻳﺗﺑﻊ ﺍﻟﻘﺎﺩﺓ ﺍﺁﻟﺧﺭﻭﻥ ﺍﻟﻣﺛﺎﻝ ﺍﻟﺫﻱ ﻭﺿﻌﻪ ﻧﻅﺭﺍﺋﻬﻡ ﻓﻲ ﺍﻟﻣﺅﺳﺳﺎﺕ ﺫﺍﺕ،ﺃﻛﺛﺭ ﻗﻭﺓ
the human resources department. ﻭﻳﻌﺗﻣﺩﻭﻥ ﺃﻛﺛﺭ ﻋﻠﻰ ﻫﺫﺍ ﺍﻟﻣﻭﺭﺩ ﺍﻟﻣﺗﻁﻭﺭ ﻟﻠﻣﺳﺎﻋﺩﺓ ﻓﻲ ﺗﻐﺫﻳﺔ ﻋﻣﻠﻳﺔ ﺍﻟﻣﻳﺯﻧﺔ،ﺍﺃﻟﺩﺍء ﺍﻟﻌﺎﻟﻲ
High-performance organizations are integrating workforce planning ﻭﺍﻟﺗﺧﻁﻳﻁ ﺍﻟﻘﻭﻯ ﺍﻟﻌﺎﻣﻠﺔ ﻳﺣﺳﻥ ﺍﻟﺗﻭﺍﺻﻝ ﺑﻳﻥ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻭﻭﺣﺩﺍﺕ،ﻣﻊ ﺍﻟﺗﻛﺎﻣﻝ ﺍﻟﺻﺣﻳﺢ
initiatives into their business and strategic planning processes more . ﻭﺑﻌﺩ ﺫﻟﻙ ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺗﺣﺩﻳﺩ ﻭﺍﻻﺣﺗﻔﺎﻅ ﺑﺎﻟﻣﻭﺍﻫﺏ ﺍﻷﻛﺛﺭ ﺃﻫﻣﻳﺔ،ﺍﻷﻋﻣﺎﻝ
than ever, as workforce planning outputs continue to grow more robust,
ﻭﺗﻠﻙ،ﻣﻧﺎﻗﺷﺎﺕ ﺣﻭﻝ ﺍﻟﻧﺎﺱ ﻭﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﺗﻲ ﺗﺣﺗﺎﺟﻬﺎ ﺷﺭﻛﺎﺗﻧﺎ ﻹﻧﺟﺎﺯ ﺍﻟﻣﺑﺎﺩﺭﺍﺕ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ
other leaders are likely to follow the example set by their counterparts
at higher-performing organizations and rely more on this evolving .ﺍﻟﻣﺣﺎﺩﺛﺎﺕ ﺗﺟﻌﻝ ﺍﻟﺗﺧﻁﻳﻁ ﺍﻟﻣﻣﻛﻥ ﺃﻛﺛﺭ ﺟﺩﻭﻯ
resource to help feed the budgeting process ﻓﺎﻹﺩﺍﺭﺍﺕ ﻭﺍﻟﻭﺣﺩﺍﺕ ﺃﻛﺛﺭ ﻗﺩﺭﺓ ﻭﺭﻏﺑﺔ ﻓﻲ ﺍﻟﻌﻣﻝ ﻣﻊ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻟﺗﺣﺩﻳﺩ ﺍﻷﺩﻭﺍﺭ ﺍﻟﻣﺣﺩﺩﺓ
With proper integration, workforce planning improves communication ﻳﻣﻛﻥ ﺃﻥ ﺗﻠﺣﻕ ﺍﻟﺿﺭﺭ ﺑﺎﻟﻣﺧﻁﻁ ﺍﻷﺳﺎﺳﻲ ﻟﻠﻣﻧﻅﻣﺔ ﻭﺗﺅﺩﻱ ﻓﻲ، ﺇﺫﺍ ﻣﺎ ﺗﺭﻛﺕ ﻏﻳﺭ ﺻﺎﻟﺣﺔ،ﺍﻟﺗﻲ
between human resources and business units and subsequently the .ﺍﻟﻭﻗﺕ ﻧﻔﺳﻪ ﺇﻟﻰ ﺗﺣﻘﻳﻕ ﻋﻭﺍﺋﺩ ﺃﻛﺑﺭ ﺇﺫﺍ ﺗﻣﺕ ﺗﻌﺑﺋﺗﻬﺎ ﺑﺷﻛﻝ ﺻﺣﻳﺢ
ability to identify and retain the most important talent. :ﺃﻫﺩﺍﻑ ﺍﻟﺗﺧﻁﻳﻁ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻲ ﻟﻠﻣﻭﻅﻔﻳﻥ
Discussions about the people and skills our businesses need to ﺗﺅﻳﺩ ﻋﻣﻠﻳﺔ ﺍﻟﻣﻳﺯﻧﺔ- 1
accomplish strategic initiatives, and those conversations make more ﺍﻷﻋﻣﺎﻝ/ ﻳﺩﻋﻡ ﻋﻣﻠﻳﺔ ﺍﻟﺗﺧﻁﻳﻁ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻲ.2
feasible planning possible. ﻳﺣﺩﺩ ﺍﻟﻧﻘﺹ ﻓﻲ ﺍﻟﻣﻭﺍﻫﺏ ﺍﻟﻣﺅﻫﻠﺔ ﻟﻣﻝء ﺍﻷﺩﻭﺍﺭ ﺍﻟﺣﺭﺟﺔ.3
Departments and units are more able and willing to work with human
ﺑﻣﺛﺎﺑﺔ ﺁﻟﻳﺔ ﻟﺗﺣﺩﻳﺩ ﺍﻟﻣﻭﺍﻫﺏ ﺍﻟﺣﺭﺟﺔ.4
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
resources to identify specific roles that, if left unfilled, could damage the ﻳﺣﺩﺩ ﺍﻟﺛﻐﺭﺍﺕ ﻓﻲ ﺍﻟﻣﻬﺎﺭﺍﺕ ﻓﻲ ﺍﻟﻘﻭﻯ ﺍﻟﻌﺎﻣﻠﺔ.5
organization's bottom line and simultaneously deliver greater returns if ﺗﻌﻣﻝ ﻛﺂﻟﻳﺔ ﻟﺗﺣﺩﻳﺩ ﺍﻷﺩﻭﺍﺭ ﺍﻟﺣﺎﺳﻣﺔ- 6
properly filled.
The objectives of strategic staff planning:
1. Supports the budgeting process
2. Supports the strategic/business planning process
3. Identifies shortage of qualified talent to fill critical roles
4. Serves as a mechanism for identifying critical talent
5. Identifies skills gaps in the workforce
6. Acts as a mechanism for identifying critical roles
HR.2.1 HR.2.1
Each department has a written staffing plan, developed in collaboration ﻟﻠﻭﻓﺎء، ﻭﺿﻌﺕ ﺑﺎﻟﺗﻌﺎﻭﻥ ﻣﻊ ﻗﺳﻡ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ،ﻛﻝ ﻗﺳﻡ ﻟﺩﻳﻪ ﺧﻁﺔ ﻣﻛﺗﻭﺑﺔ ﻟﻠﺗﻭﻅﻳﻑ
with the human resources department, to fulfill its part of the hospital's .ﺟﺯءﻫﺎ ﻣﻥ ﻣﻬﻣﺔ ﺍﻟﻣﺳﺗﺷﻔﻰ
mission. HR.2.2
HR.2.2 ﻭﺗﺣﺩﺩ ﺧﻁﺔ ﺍﻟﺗﻭﻅﻳﻑ ﻓﻲ ﺍﻹﺩﺍﺭﺍﺕ ﻋﺩﺩ ﻭﻧﻭﻉ ﻭﻣﺅﻫﻼﺕ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻼﺯﻣﻳﻥ ﻟﻛﻝ ﺇﺩﺍﺭﺓ
The departmental staffing plan defines the number, type, and .ﻭﻣﺳﺅﻭﻟﻳﺎﺗﻬﻡ ﺍﻟﻭﻅﻳﻔﻳﺔ
qualifications of staff required for each department and their job HR.2.3
responsibilities. .ﻭﻳﺟﺭﻱ ﺍﺳﺗﻌﺭﺍﺽ ﻭﺗﺣﺩﻳﺙ ﺧﻁﻁ ﺍﻟﺗﻭﻅﻳﻑ ﺳﻧﻭﻳﺎ ﻋﻠﻰ ﺍﻷﻗﻝ ﻭﺣﺳﺏ ﺍﻟﺣﺎﺟﺔ
HR.2.3 HR.2.4
The staffing plans are reviewed and updated at least annually and as .ﻭﻳﺟﺭﻱ ﺭﺻﺩ ﺧﻁﻁ ﺍﻟﺗﻭﻅﻳﻑ ﻟﺗﺣﺩﻳﺩ ﺃﻭﺟﻪ ﺍﻟﻘﺻﻭﺭ ﻭﺍﺗﺧﺎﺫ ﺇﺟﺭﺍءﺍﺕ ﺍﻟﺗﺣﺳﻳﻥ ﻭﻓﻘﺎ ﻟﺫﻟﻙ
needed.
HR.2.4
The staffing plans are monitored to identify deficiencies and take
improvement actions accordingly.
HR.3 HR.3
All categories of staff have clearly written job .ﻳﻭﺟﺩ ﺗﻭﺻﻳﻔﺎﺕ ﻟﻠﻭﻅﺎﺋﻑ ﻟﻛﺎﻓﺔ ﻓﺋﺎﺕ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻗﺩ ﻛﺗﺑﺕ ﺑﻭﺿﻭﺡ
descriptions.
Standard Intent: :ﺍﻟﻐﺭﺽ
In line with the HRD role to perform Job Analysis: Job descriptions need ﻳﺟﺏ ﻭﺿﻊ ﺗﻭﺻﻳﻔﺎﺕ:ﻭﺗﻣﺷﻳﺎ ﻣﻊ ﺩﻭﺭ ﺗﻧﻣﻳﺔ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻓﻲ ﺇﺟﺭﺍء ﺗﺣﻠﻳﻝ ﺍﻟﻭﻅﺎﺋﻑ
to be developed for all individual staff members. The job descriptions ﻭﺗﻭﺻﻳﻑ ﺍﻟﻭﻅﺎﺋﻑ ﻫﻭ ﺃﺳﺎﺱ ﻣﻬﺎﻣﻬﺎ ﻭﺗﻭﺟﻬﻬﺎ ﺇﻟﻰ ﻋﻣﻠﻬﺎ ﻭﺗﻘﻳﻳﻡ.ﺍﻟﻭﻅﺎﺋﻑ ﻟﺟﻣﻳﻊ ﺍﻟﻣﻭﻅﻔﻳﻥ
are the basis for their assignments, orientation to their work, and .ﻣﺩﻯ ﻭﻓﺎﺋﻬﺎ ﺑﻣﺳﺅﻭﻟﻳﺎﺗﻬﺎ ﺍﻟﻭﻅﻳﻔﻳﺔ
evaluation of how well they fulfill job responsibilities. ﻳﺟﺏ ﺃﻥ ﻳﻛﻭﻥ ﻟﻛﻝ ﻣﺳﺗﺷﻔﻰ ﺳﻳﺎﺳﺔ ﺗﻭﺻﻳﻑ ﺍﻟﻭﻅﺎﺋﻑ ﺍﻟﺗﻲ ﺗﺗﺿﻣﻥ ﺗﺣﺩﻳﺙ ﺗﻭﺻﻳﻑ ﺍﻟﻭﻅﺎﺋﻑ
Every hospital has to have job description policy which include that the ﻧﻳﺔ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻟﻠﺣﻔﺎﻅ.ﻟﻛﻝ ﻗﺳﻡ ﺣﺳﺏ ﺍﻟﺣﺎﺟﺔ ﻟﺗﻌﻛﺱ ﺍﻟﻧﻘﺹ ﻓﻲ ﺍﻟﺗﻭﻅﻳﻑ ﺃﻭ ﺍﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﻌﻣﻝ
Job descriptions for each department are updated as needed to reflect ﻋﻠﻰ ﺍﻟﺗﻭﺻﻳﻑ ﺍﻟﻭﻅﻳﻔﻲ ﻫﻭ ﺃﻥ ﻳﻛﻭﻥ ﺍﻟﻣﺑﺩﺃ ﺍﻟﺗﻭﺟﻳﻬﻲ ﺍﻟﻌﺎﺋﻣﺔ ﻟﻛﻝ ﻓﺋﺔ ﻣﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺑﺎﻟﻧﺳﺑﺔ
staffing shortfalls or business needs. The hospital's intent for .ﻟﻣﻭﺍﻗﻊ ﻣﻌﻳﻧﺔ ﺍﻟﻣﻬﺭﺓ
maintaining job descriptions is to have a floating guideline for each
class of employee and for particular skilled positions.
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
HR.3.1 HR.3.1
There is a policy that describes a standardized format for job .ﻫﻧﺎﻙ ﺳﻳﺎﺳﺔ ﺗﺻﻑ ﺷﻛﻝ ﻣﻭﺣﺩ ﻟﻠﻭﺻﻑ ﺍﻟﻭﻅﻳﻔﻲ
description. HR.3.2
HR.3.2 ﻭﺍﻟﺗﺭﻭﻳﺞ، ﻭﺗﻘﻳﻳﻡ ﺍﻷﺩﺍء،ﻳﺗﻡ ﺍﺳﺗﺧﺩﺍﻡ ﺍﻟﻭﺻﻑ ﺍﻟﻭﻅﻳﻔﻲ ﻋﻧﺩ ﺍﺧﺗﻳﺎﺭ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻟﻠﺗﺄﺟﻳﺭ
The job description is used when selecting employees for hire, . ﻭﻧﻘﻝ،ﺍﻟﺩﺍﺧﻠﻲ
performance evaluation, internal promotion, and transfer. HR.3.3
HR.3.3 .ﺗﻧﻘﺢ ﺟﻣﻳﻊ ﺍﻟﺗﻭﺻﻳﻔﺎﺕ ﺍﻟﻭﻅﻳﻔﻳﺔ ﻛﻝ ﺛﻼﺙ ﺳﻧﻭﺍﺕ ﻋﻠﻰ ﺍﻷﻗﻝ ﻭﺣﺳﺏ ﺍﻟﺣﺎﺟﺔ
All job descriptions are revised at least every three years and as needed. HR.3.4
HR.3.4 .ﻳﺣﺩﺩ ﺍﻟﻭﺻﻑ ﺍﻟﻭﻅﻳﻔﻲ ﺍﻟﻣﻌﺭﻓﺔ ﻭﺍﻟﻣﻬﺎﺭﺍﺕ ﻭﺍﻟﻣﻭﺍﻗﻑ ﺍﻟﻣﻁﻠﻭﺑﺔ ﻷﺩﺍء ﻣﺳﺅﻭﻟﻳﺎﺕ ﺍﻟﻭﻅﻳﻔﺔ
The job description defines the required knowledge, skills, and attitude
to perform the job responsibilities. HR.3.5
HR.3.5
.ﻳﺣﺩﺩ ﺍﻟﻭﺻﻑ ﺍﻟﻭﻅﻳﻔﻲ ﺑﻭﺿﻭﺡ ﺍﻷﺩﻭﺍﺭ ﻭﺍﻟﻣﺳﺅﻭﻟﻳﺎﺕ
The job description clearly defines the roles and responsibilities.
HR.3.6
HR.3.6
.ﻳﺣﺩﺩ ﺍﻟﻭﺻﻑ ﺍﻟﻭﻅﻳﻔﻲ ﻋﻼﻗﺎﺕ ﺍﻹﺑﻼﻍ
The job description specifies the reporting relationships.
HR.3.7
HR.3.7
The job description is discussed with and signed by the staff member on ﻳﺗﻡ ﻣﻧﺎﻗﺷﺔ ﺍﻟﺗﻭﺻﻳﻑ ﺍﻟﻭﻅﻳﻔﻲ ﻣﻊ ﺍﻟﻣﻭﻅﻑ ﻭﺗﻭﻗﻳﻌﻪ ﻋﻠﻰ ﺍﻟﺗﻭﻅﻳﻑ ﻭﻳﺗﻡ ﺍﻻﺣﺗﻔﺎﻅ ﺑﻪ ﻓﻲ ﻣﻠﻑ
hiring and is kept in the personnel file. .ﺍﻟﻣﻭﻅﻔﻳﻥ
HR.4 HR.4
The hospital maintains personnel files for all employees. .ﻳﺣﺗﻔﻅ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺑﻣﻠﻔﺎﺕ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻟﺟﻣﻳﻊ ﺍﻟﻣﻭﻅﻔﻳﻥ
While people can learn from experience, they will make many mistakes
that are unnecessary and potentially damaging. The main reasons HR.6.1
orientation programs fail: The program was not planned; the employee ﻳﻘﻭﻡ ﺍﻟﻣﻭﻅﻔﻭﻥ ﺍﻟﺟﺩﺩ ﻭﺍﻟﻌﺎﻣﻠﻭﻥ ﺑﻌﻘﻭﺩ ﻭﺍﻟﻁﻼﺏ ﻭﺍﻟﻣﺗﻁﻭﻋﻭﻥ ﺑﺗﻧﻔﻳﺫ ﺑﺭﻧﺎﻣﺞ ﺗﻭﺟﻳﻬﻲ ﻋﺎﻡ
was unaware of the job requirements; the employee does not feel :ﻳﻭﻓﺭ ﺍﻟﺗﺩﺭﻳﺏ ﺍﻷﻭﻟﻲ ﻭﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺫﺍﺕ ﺍﻟﺻﻠﺔ ﺑﺷﺄﻥ ﻣﺎ ﻳﻠﻲ
welcome. . ﻣﻬﻣﺔ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻭﺭﺅﻳﺗﻪ ﻭﻗﻳﻣﻪ ﻭﺭﺳﻣﻪ ﺍﻟﺗﻧﻅﻳﻣﻲHR.6.1.1
ﺩﻭﺭ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻓﻲ ﺟﻣﻳﻊ ﺍﻟﺑﺭﺍﻣﺞ ﺍﻟﻣﺗﻌﻠﻘﺔ ﺑﺈﺩﺍﺭﺓ ﺍﻟﻣﺭﺍﻓﻕ ﻭﺳﻼﻣﺗﻬﺎ ) ﻣﺛﻝHR.6.1.2
HR.6.1
New employees , contract workers, students, and volunteers go through .(ﺍﻟﺣﺭﺍﺋﻕ ﻭﺍﻟﺳﻼﻣﺔ ﻭﺍﻟﻛﻭﺍﺭﺙ ﻭﺍﻟﻣﻭﺍﺩ ﺍﻟﺧﻁﺭﺓ ﻭﺍﻟﻣﺭﺍﻓﻕ ﻭﻓﺷﻝ ﺍﻟﻣﻌﺩﺍﺕ
a general orientation program that provides the relevant initial training . ﻣﻌﻠﻭﻣﺎﺕ ﻋﺎﻣﺔ ﻋﻥ ﻣﻛﺎﻓﺣﺔ ﺍﻟﻌﺩﻭﻯHR.6.1.3
and information on the following: . ﻣﻌﻠﻭﻣﺎﺕ ﻋﺎﻣﺔ ﻋﻥ ﻧﻅﺎﻡ ﺍﻻﺳﺗﺩﻋﺎء ﻭﺍﻟﻬﺎﺗﻑHR.6.1.4
HR.6.1.1 Hospital mission, vision, values, and organizational . ﻣﻌﻠﻭﻣﺎﺕ ﻋﺎﻣﺔ ﻋﻥ ﻋﻣﻠﻳﺔ ﺗﻘﻳﻳﻡ ﺍﻟﻣﻭﻅﻔﻳﻥHR.6.1.5
chart.
. ﺗﻌﺭﻳﻑ ﺍﻷﺣﺩﺍﺙ ﺍﻟﺿﺎﺋﺭﺓ ﻭﺍﻟﺧﻔﻳﻔﺔ ﺟﻧﺑﺎ ﺇﻟﻰ ﺟﻧﺏ ﻣﻊ ﻋﻣﻠﻳﺔ ﺍﻹﺑﻼﻍHR.6.1.6
HR.6.1.2 Role of staff members in all programs related to
facility management and safety (e.g., fire, safety, disasters, . ﺳﻳﺎﺳﺔ ﺍﻟﻣﺳﺗﺷﻔﻳﺎﺕ ﺑﺷﺄﻥ ﺇﺳﺎءﺓ ﻣﻌﺎﻣﻠﺔ ﺍﻷﻁﻔﺎﻝ ﻭﺍﻟﺑﺎﻟﻐﻳﻥ ﻭﺇﻫﻣﺎﻟﻬﻡHR.6.1.7
hazardous materials, utilities, and equipment failures). . ﺳﻳﺎﺳﺔ ﺍﻟﻣﺳﺗﺷﻔﻳﺎﺕ ﺍﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻻﻋﺗﻣﺎﺩ ﻭﺍﻻﻣﺗﻳﺎﺯﺍﺕHR.6.1.8
HR.6.1.3 General information on infection control. . ﻣﻌﻠﻭﻣﺎﺕ ﻋﺎﻣﺔ ﻋﻥ ﺑﺭﻧﺎﻣﺞ ﺻﺣﺔ ﺍﻟﻣﻭﻅﻔﻳﻥHR.6.1.9
HR.6.1.4 General information on the paging and telephone . ﻣﻌﻠﻭﻣﺎﺕ ﻋﺎﻣﺔ ﻋﻥ ﺍﻟﻣﻭﺍﺿﻳﻊ ﺍﻟﺛﻘﺎﻓﻳﺔ ﻭﺍﻻﺟﺗﻣﺎﻋﻳﺔ ﺍﻟﻣﺣﻠﻳﺔ ﺍﻟﻬﺎﻣﺔHR.6.1.10
system.
HR.6.1.5 General information on staff evaluation process. ﻭﺧﻁﻁ، ﻭﺳﻼﻣﺔ ﺍﻟﻣﺭﺿﻰ، ﻣﻌﻠﻭﻣﺎﺕ ﻋﺎﻣﺔ ﺣﻭﻝ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ ﻟﻠﻣﺭﺿﻰHR.6.1.11
HR.6.1.6 Definition of adverse and sentinel events along with .ﺇﺩﺍﺭﺓ ﺍﻟﻣﺧﺎﻁﺭ
the process of reporting. . ﺍﻟﺳﻠﻭﻙ ﺍﻷﺧﻼﻗﻲ ﻭﺍﻟﺗﻭﺍﺻﻝ ﺍﻟﻣﻬﻧﻲ ﺍﻟﻣﺗﻭﻗﻊ ﻣﻊ ﺍﻟﻣﺭﺿﻰ ﻭﺍﻟﺯﻣﻼءHR.6.1.12
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
HR.6.1.7 Hospital policy on abuse and neglect of children and . ﺣﻘﻭﻕ ﺍﻟﻣﺭﻳﺽHR.6.1.13
adults.
HR.6.1.8 Hospital policy on credentialing and privileging. HR.6.2
HR.6.1.9 General information about staff health program. ﻳﻭﻓﺭ ﺍﻟﻣﺳﺗﺷﻔﯽ ﻟﺟﻣﻳﻊ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺟﺩﺩ " ﺩﻟﻳﻝ ﺍﻟﻣﻭﻅﻔﻳﻥ" ﺃﻭ ﻣﺎ ﻳﻌﺎﺩﻟﻬ ﺍﻟﺫﻱ ﻳﺣﺗﻭﻱ ﻋﻠﯽ
HR.6.1.10 General information about important local cultural .ﻣﻠﺧﺹ ﻟﺑﺭﻧﺎﻣﺞ ﺍﻟﺗﻭﺟﻳﻬ ﺍﻟﻌﺎﻡ ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﯽ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺍﻟﻬﺎﻣﺔ ﺍﻷﺧﺭﻯ ﺫﺍﺕ ﺍﻟﺻﻠﺔ
and social themes.
HR.6.1.11 General information about the hospital-wide quality,
HR.6.3
patient safety, and risk management plans.
.ﻳﺗﻡ ﺗﻧﻔﻳﺫ ﺑﺭﻧﺎﻣﺞ ﺍﻟﺗﻭﺟﻳﻪ ﺍﻟﻌﺎﻡ ﻗﺑﻝ ﺍﻟﻌﻣﻝ ﺑﺷﻛﻝ ﻣﺳﺗﻘﻝ
HR.6.1.12 Ethical conduct and expected professional
communication with patients and colleagues.
HR.6.1.13 Patient rights. HR.6.4
HR.6.2 .ﻳﺗﻡ ﺗﻭﺛﻳﻕ ﺑﺭﻧﺎﻣﺞ ﺍﻟﺗﻭﺟﻳﻪ ﺍﻟﻌﺎﻡ ﻓﻲ ﻣﻠﻑ ﺍﻟﻣﻭﻅﻔﻳﻥ
The hospital provides all new employees with an “Employee Manual” or
equivalent that contains a summary of the general orientation program
as well as other relevant important information.
HR.6.3
The general orientation program is conducted before working
independently.
HR.6.4
The general orientation program is documented in the employee’s
personnel file.
HR.7 HR.7
New employees go through a departmental and job ﻳﺗﻡ ﺍﻟﻣﻭﻅﻔﻭﻥ ﺍﻟﺟﺩﺩ ﺑﺭﻧﺎﻣﺞ ﺗﻭﺟﻳﻬﻲ ﻓﻲ ﺍﻹﺩﺍﺭﺍﺕ ﻭﺍﻟﺗﻭﺟﻳﻪ ﺍﻟﻭﻅﻳﻔﻲ ﻗﺑﻝ ﺍﻟﺳﻣﺎﺡ ﻟﻬﻡ ﺑﺎﻟﻌﻣﻝ
orientation program before allowed to work .ﺑﺷﻛﻝ ﻣﺳﺗﻘﻝ
independently. :ﺍﻟﻐﺭﺽ
Standard Intent:
ﺍﻟﻌﺎﻡ ﺍﻟﺗﻭﺟﻪ ﻻﺳﺗﻛﻣﺎﻝ ﻗﺳﻡ ﻛﻝ ﻣﺳﺗﻭﻯ ﻋﻠﻰ ﻭﺍﻟﻭﻅﻳﻔﺔ ﺑﺎﻹﺩﺍﺭﺓ ﺍﻟﺧﺎﺹ ﺍﻟﺗﻭﺟﻳﻪ ﻳﺗﻡ ﻳﺟﺏ ﺃﻥ
Departmental and job specific orientation must done at the level of each ﻟﺟﻣﻳﻊ ﻣﺳﺗﻭﻳﺎﺕ ﺍﻟﺗﻭﺟﻳﻪ ﺍﻟﻣﻁﻠﻭﺑﺔ ﺑﻌﺩ ﺫﻟﻙ ﻳﺟﺏ ﺃﻥ ﻳﻛﻭﻥ ﺍﻟﻣﻭﻅﻑ ﻗﺎﺩﺭﺍ ﻋﻠﻰ ﺍﻟﻌﻣﻝ ﺑﺷﻛﻝ
department to complete with the general orientation all the required .ﻣﺳﺗﻘﻝ
orientation levels after which the employee should be able to work ،ﻛﻣﺎ ﻳﺗﻡ ﺗﻭﺟﻳﻪ ﺍﻟﻌﻣﺎﻝ ﺍﻟﻣﺗﻌﺎﻗﺩﻭﻥ ﻭﺍﻟﻣﺗﻁﻭﻋﻭﻥ ﺇﻟﻰ ﺍﻟﻣﻧﻅﻣﺔ ﻭﻣﻬﻣﺗﻬﻡ ﺃﻭ ﻣﺳﺅﻭﻟﻳﺎﺗﻬﻡ ﺍﻟﻣﺣﺩﺩﺓ
independently. .ﻣﺛﻝ ﺳﻼﻣﺔ ﺍﻟﻣﺭﺿﻰ ﻭﻣﻛﺎﻓﺣﺔ ﺍﻟﻌﺩﻭﻯ
Contract workers and volunteer are also oriented to the organization
and their specific assignment or responsibilities, such as patient safety HR.7.1
and infection control. :ﻳﺣﺩﺩ ﺑﺭﻧﺎﻣﺞ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﺗﻭﺟﻳﻪ ﺍﻟﻭﻅﻳﻔﻲ ﻓﻲ ﺳﻳﺎﺳﺔ ﺍﻹﺩﺍﺭﺍﺕ ﻭﻳﺷﻣﻝ ﻣﺎ ﻳﻠﻲ
. ﺍﻟﺳﻳﺎﺳﺎﺕ ﻭﺍﻹﺟﺭﺍءﺍﺕ ﺍﻹﺩﺍﺭﻳﺔHR.7.1.1
HR.7.1
The departmental and job orientation program is defined in a ﻣﺳﺅﻭﻟﻳﺎﺕ ﻭﻅﻳﻔﻳﺔ ﻣﺣﺩﺩﺓ ﺩﺍﺧﻝ ﺍﻹﺩﺍﺭﺓ ﻋﻠﻰ ﺍﻟﻧﺣﻭ ﺍﻟﻣﺑﻳﻥ ﻓﻲ ﺍﻟﻭﺻﻑHR.7.1.2
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
departmental policy and includes the following: .ﺍﻟﻭﻅﻳﻔﻲ
HR.7.1.1 Departmental policies and procedures. ﺍﻟﺗﺷﻐﻳﻝ ﺍﻵﻣﻥ ﻟﻠﻣﻌﺩﺍﺕ ﻭﺍﻷﺟﻬﺯﺓ ﺍﻟﻁﺑﻳﺔ ﺑﻣﺎ ﻓﻲ ﺫﻟﻙ ﺍﻹﺑﻼﻍ ﻋﻥ ﺍﻷﺧﻁﺎءHR.7.1.3
HR.7.1.2 Specific job responsibilities within the department as .ﻭﺇﺻﻼﺡ ﺍﻷﻋﻁﺎﻝ ﻭﺇﺻﻼﺣﻬﺎ
outlined in the job description.
HR.7.1.3 Safe operation of equipment and medical devices . ﺗﻭﺿﻳﺢ ﺟﻣﻳﻊ ﺍﻟﻣﻭﺿﻭﻋﺎﺕ ﺍﻟﻣﻘﺩﻣﺔ ﻓﻲ ﺍﻟﺗﻭﺟﻪ ﺍﻟﻌﺎﻡ ﺣﺳﺏ ﺍﻟﺣﺎﺟﺔHR.7.1.4
including troubleshooting and malfunctions reporting.
HR.7.1.4 Clarification on all topics provided in the general HR.7.2
orientation as needed. .ﻳﺗﻡ ﺗﻭﻓﻳﺭ ﺗﻭﺟﻳﻪ ﺇﺿﺎﻓﻲ ﻋﻧﺩ ﺗﻐﻳﻳﺭ ﺍﻟﻭﺻﻑ ﺍﻟﻭﻅﻳﻔﻲ ﺃﻭ ﺇﺩﺧﺎﻝ ﺗﻛﻧﻭﻟﻭﺟﻳﺎ ﺃﻭ ﻣﻌﺩﺍﺕ ﺟﺩﻳﺩﺓ
HR.7.2
Additional orientation is provided upon changing the job description or HR.7.3
introducing a new technology or equipment. .ﻳﺗﻡ ﺗﻭﺟﻳﻪ ﺍﻹﺩﺍﺭﺓ ﻣﻥ ﻗﺑﻝ ﺭﺋﻳﺱ ﺍﻟﻘﺳﻡ ﺃﻭ ﺍﻟﻣﺷﺭﻑ ﺍﻟﻣﺑﺎﺷﺭ
HR.7.3
The departmental orientation is conducted by the head of the department HR.7.4
or the immediate supervisor. ﻳﺗﻡ ﺗﻭﻗﻳﻊ ﺩﻟﻳﻝ ﻋﻠﻰ ﺣﺿﻭﺭ ﺑﺭﻧﺎﻣﺞ ﺍﻟﺗﻭﺟﻳﻪ ﺍﻹﺩﺍﺭﻱ ﻭﺍﻹﺩﺍﺭﻱ ﻣﻥ ﻗﺑﻝ ﺍﻟﻣﻭﻅﻑ ﺍﻟﺟﺩﻳﺩ
HR.7.4 .ﻭﺗﻭﺛﻳﻘﻪ ﻓﻲ ﻣﻠﻑ ﺍﻟﻣﻭﻅﻔﻳﻥ
An evidence of attending the departmental and job orientation program
is signed by the new employee and documented in the personnel file.
HR.8 HR.8
The hospital has a process for initial evaluation of the .ﻟﺩﻯ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻋﻣﻠﻳﺔ ﻟﻠﺗﻘﻳﻳﻡ ﺍﻷﻭﻟﻲ ﻟﻛﻔﺎءﺓ ﻭﺳﻠﻭﻙ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺟﺩﺩ
competency and conduct of the new employees.
Standard Intent: :ﺍﻟﻐﺭﺽ
New employees or employees who have moved into a new job will have ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺟﺩﺩ ﺃﻭ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺫﻳﻥ ﺍﻧﺗﻘﻠﻭﺍ ﺇﻟﻰ ﻭﻅﻳﻔﺔ ﺟﺩﻳﺩﺓ ﺳﻳﻛﻭﻥ ﺗﻘﻳﻳﻡ ﺍﻷﺩﺍء ﻓﻲ ﻭﻗﺕ ﻣﺑﻛﺭ
performance evaluated early in the new assignment. The New ﺗﻘﻳﻳﻡ ﺃﺩﺍء ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺟﺩﺩ ﻫﻭ ﻓﺭﺻﺔ ﻟﻠﻣﺷﺭﻑ ﻟﻣﺭﺍﺟﻌﺔ ﺃﺩﺍء ﺍﻟﻣﻭﻅﻑ ﻗﺑﻝ.ﻣﻥ ﺍﻟﻣﻬﻣﺔ ﺍﻟﺟﺩﻳﺩﺓ
Employee Performance Evaluation is an opportunity for the supervisor .ﻧﻬﺎﻳﺔ ﻓﺗﺭﺓ ﺍﻹﻳﺟﺎﺭ ﺍﻟﺟﺩﻳﺩﺓ )ﺍﻻﺧﺗﺑﺎﺭ( ﻟﺗﺄﻛﻳﺩ ﺗﻭﺻﻳﺔ ﻻﺳﺗﻣﺭﺍﺭ ﺍﻟﻌﻣﻝ ﺃﻭ ﺗﻣﺩﻳﺩ ﻓﺗﺭﺓ ﺍﻻﺧﺗﺑﺎﺭ
to review the employee performance prior to the end of the new hire .ﺗﻘﻳﻳﻡ ﺃﺩﺍء ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺟﺩﺩ ﻫﻭ ﻓﺭﺻﺔ ﻹﻋﺎﺩﺓ ﺗﺄﻛﻳﺩ ﺍﻷﻫﺩﺍﻑ ﻭﺍﻟﺗﻭﻗﻌﺎﺕ ﻣﻊ ﻋﺿﻭ ﻓﺭﻳﻕ ﺟﺩﻳﺩ
(probationary) period to confirm a recommendation for continued ﻳﺟﺏ ﻋﻠﻰ، ﻓﻲ ﻫﺫﺍ ﺍﻟﻭﻗﺕ.ﻭﺗﻧﺎﻗﺵ ﺍﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﺗﺩﺭﻳﺏ ﻭﺍﻟﺗﻁﻭﻳﺭ ﻭﺗﺿﻊ ﺧﻁﺔ ﺣﺳﺏ ﺍﻻﻗﺗﺿﺎء
employment or extend a probationary period. .ﺍﻟﻣﻭﻅﻑ ﺍﻟﺟﺩﻳﺩ ﺗﺣﺩﻳﺩ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻣﻠﺗﺯﻣﺎ ﺑﻣﻭﺍﺻﻠﺔ ﺍﻟﻌﻣﻝ
The New Employee Performance Evaluation is an opportunity to ﻗﺩ ﻳﻛﻭﻥ ﻟﻠﻣﻭﻅﻔﻳﻥ ﺍﻟﺟﺩﺩ ﺗﻘﻳﻳﻡ ﺍﻷﺩﺍء ﻓﻲ ﺃﻱ ﻭﻗﺕ ﺧﻼﻝ ﻓﺗﺭﺓ ﺍﻹﻳﺟﺎﺭ ﺍﻟﺟﺩﻳﺩﺓ ﺣﺳﺏ ﺍﻟﺣﺎﺟﺔ ﺃﻭ
reiterate goals and expectations with a new team member. Training and
ﻳﺟﺏ ﺃﻥ ﻳﻛﻭﻥ ﺍﻟﻣﻭﻅﻑ ﺍﻟﺫﻱ ﻳﻧﺧﻔﺽ ﺑﺎﺳﺗﻣﺭﺍﺭ ﺩﻭﻥ ﺍﻟﺗﻭﻗﻌﺎﺕ ﻋﻠﻰ ﺍﻟﻭﺍﺟﺑﺎﺕ ﺃﻭ ﺍﻟﺫﻱ.ﺍﻟﻣﻧﺎﺳﺑﺔ
development needs are discussed and a plan is established as
applicable. At this time, the new employee should determine if he/she is .ﻳﻘﻝ ﻋﻥ ﺍﻟﺗﻭﻗﻌﺎﺕ ﻋﻠﻰ ﺍﻟﻭﺍﺟﺑﺎﺕ ﺍﻟﺣﺭﺟﺔ ﻟﻡ ﻳﻛﻥ ﺍﺳﺗﻣﺭﺍﺭ ﺍﻟﺗﻭﻅﻳﻑ ﺍﻟﻣﺅﻛﺩﺓ
committed to continued employment.
New employees may have performance evaluated anytime during the
new hire period as needed or appropriate. An employee who is
consistently falling below expectations on duties or who falls below HR.8.1
expectations on critical duties should not have continued employment ﻟﺩﻯ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻋﻣﻠﻳﺔ ﻣﻭﺻﻭﻓﺔ ﻓﻲ ﺳﻳﺎﺳﺔ ﺃﻭ ﻭﺛﻳﻘﺔ ﺃﺧﺭﻯ ﻟﻠﺗﻘﻳﻳﻡ ﺍﻷﻭﻟﻲ ﻟﻛﻔﺎءﺓ ﺍﻟﻣﻭﻅﻔﻳﻥ
confirmed. .ﺍﻟﺟﺩﺩ
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
HR.8.1 HR.8.2
The hospital has a process described in a policy or other document for ﻳﻣﻛﻥ ﻟﻠﻣﻭﻅﻔﻳﻥ، ﺧﻼﻝ ﻫﺫﻩ ﺍﻟﻔﺗﺭﺓ.ﻭﻳﺧﺿﻊ ﺟﻣﻳﻊ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺟﺩﺩ ﻟﻔﺗﺭﺓ ﺍﺧﺗﺑﺎﺭ ﻟﺗﻘﻳﻳﻡ ﺍﻟﻛﻔﺎءﺓ
initial evaluation of the competency of the new employees. .ﺍﻟﺳﺭﻳﺭﻳﻳﻥ ﺍﻟﻌﻣﻝ ﻓﻘﻁ ﺗﺣﺕ ﺇﺷﺭﺍﻑ ﻣﺑﺎﺷﺭ
HR.8.2
All new employees go through a probationary period for competency HR.8.3
evaluation. During this period, clinical staff can only work under direct ﺗﻘﻳﻳﻡ ﺍﻟﻛﻔﺎءﺓ ﺧﻼﻝ ﻓﺗﺭﺓ ﺍﻻﺧﺗﺑﺎﺭ ﻫﻭ ﻋﻣﻠﻳﺔ ﻣﻧﻅﻣﺔ ﺗﻬﺩﻑ ﺇﻟﻰ ﺗﻘﻳﻳﻡ ﻭﻣﺭﺍﺟﻌﺔ ﻣﻌﺭﻓﺔ ﺍﻟﻣﻭﻅﻑ
supervision. .ﻭﺃﺩﺍﺋﻪ ﻭﻗﺩﺭﺗﻪ ﻭﺳﻠﻭﻛﻪ ﻭﻣﻼءﻣﺗﻪ ﻟﻠﺩﻭﺭ
HR.8.3
Competency evaluation during the probationary period is a structured HR.8.4
process that aims to assess and review the employee’s knowledge,
.ﻳﺗﻡ ﺗﻭﺛﻳﻕ ﺗﻘﻳﻳﻡ ﺍﻟﻛﻔﺎءﺓ ﻓﻲ ﻣﻠﻑ ﺍﻟﻣﻭﻅﻔﻳﻥ
performance, capability, conduct, and suitability for the role.
HR.8.4
The competency evaluation is documented in the personnel file.
HR.9 HR.9
The hospital has a process for the regular evaluation of .ﻟﺩﻯ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻋﻣﻠﻳﺔ ﻟﻠﺗﻘﻳﻳﻡ ﺍﻟﻣﻧﺗﻅﻡ ﻷﺩﺍء ﺍﻟﻣﻭﻅﻔﻳﻥ
staff performance.
:ﺍﻟﻐﺭﺽ
Standard Intent: .ﺗﺷﻛﻝ ﻣﺭﺍﺟﻌﺎﺕ ﺍﻷﺩﺍء ﺍﻟﺳﻧﻭﻳﺔ ﻋﻧﺻﺭﺍ ﺭﺋﻳﺳﻳﺎ ﻓﻲ ﺗﻁﻭﻳﺭ ﺍﻟﻣﻭﻅﻔﻳﻥ
Annual performance reviews are a key component of employee .ﻭﻳﻬﺩﻑ ﺍﺳﺗﻌﺭﺍﺽ ﺍﻷﺩﺍء ﺇﻟﻰ ﺃﻥ ﻳﻛﻭﻥ ﺗﻘﻳﻳﻡ ﻋﺎﺩﻝ ﻭﻣﺗﻭﺍﺯﻥ ﻷﺩﺍء ﺍﻟﻣﻭﻅﻑ
development. ﻭﺍﻟﻬﺩﻑ ﻣﻥ ﺍﻻﺳﺗﻌﺭﺍﺽ ﺍﻟﺳﻧﻭﻱ ﻫﻭ ﺇﺗﺎﺣﺔ ﺍﻟﻔﺭﺻﺔ ﻟﺟﻣﻳﻊ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺍﻟﻣﺷﺭﻓﻳﻥ ﻋﻠﻳﻬﻡ؛ ﻣﻧﺎﻗﺷﺔ
The performance review is intended to be a fair and balanced ﺍﻷﺩﺍء ﺍﻟﻭﻅﻳﻔﻲ؛ ﻭﻭﺿﻊ ﺃﻫﺩﺍﻑ ﻟﻠﺗﻧﻣﻳﺔ ﺍﻟﻣﻬﻧﻳﺔ؛ ﻭﻭﺿﻊ ﺃﻫﺩﺍﻑ ﻟﻠﻣﺳﺎﻫﻣﺔ ﻓﻲ ﻣﻬﻣﺔ ﺍﻹﺩﺍﺭﺓ؛
assessment of an employee’s performance. .ﻭﻣﻧﺎﻗﺷﺔ ﺍﻟﺗﻭﻗﻌﺎﺕ ﻭﺍﻹﻧﺟﺎﺯﺍﺕ
The objective of the annual review is to provide all employees and their / ﻭﺗﺗﻁﻠﺏ ﻣﺭﺍﺟﻌﺎﺕ ﺍﻷﺩﺍء ﺍﻟﺗﻭﻗﻳﻌﺎﺕ ﺍﻟﻣﻭﺣﺩﺓ ﻟﻠﻣﻭﻅﻑ ﻭﻣﺷﺭﻑ ﺍﻟﻣﻭﻅﻑ ﻭﻣﺷﺭﻑ ﺍﻟﻣﺷﺭﻑ ﻭ
supervisors an opportunity to; discuss job performance; set goals for .ﺃﻭ ﺇﺩﺍﺭﺓ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻟﺿﻣﺎﻥ ﺍﻻﺗﺳﺎﻕ ﻭﺍﻹﻧﺻﺎﻑ
professional development; establish objectives for contributing to the
department’s mission; and to discuss expectations and
accomplishments.
Performance reviews require the combined signatures of the employee,
the employee’s supervisor and the supervisor’s supervisor and/or HRD
to ensure consistency and fairness. HR.9.1
HR.9.1 .ﻫﻧﺎﻙ ﺳﻳﺎﺳﺔ ﺗﺻﻑ ﺍﻟﻌﻣﻠﻳﺔ ﺍﻟﻣﺳﺗﺧﺩﻣﺔ ﻓﻲ ﺍﻟﺗﻘﻳﻳﻡ ﺍﻟﻣﻧﺗﻅﻡ ﻷﺩﺍء ﺍﻟﻣﻭﻅﻔﻳﻥ
There is a policy describing the process used in the regular evaluation of
staff performance. HR.9.2
HR.9.2 .ﻳﺳﺗﻧﺩ ﺗﻘﻳﻳﻡ ﺍﻷﺩﺍء ﺇﻟﻰ ﻣﻌﺎﻳﻳﺭ ﻣﻭﺿﻭﻋﻳﺔ ﻭﻳﺭﺗﺑﻁ ﺑﺎﻟﻭﺻﻑ ﺍﻟﻭﻅﻳﻔﻲ
The performance evaluation is based on objective criteria and is linked
with the job description. HR.9.3
HR.9.3 .ﺗﻘﻳﻳﻡ ﺍﻷﺩﺍء ﻫﻭ ﻋﻣﻠﻳﺔ ﺛﻧﺎﺋﻳﺔ ﺍﻻﺗﺟﺎﻩ ﺗﺟﺭﻱ ﺳﻧﻭﻳﺎ ﻋﻠﻰ ﺍﻷﻗﻝ
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
The performance evaluation is a two-way process conducted at least
annually. HR.9.4
HR.9.4 .ﺗﺳﺗﺧﺩﻡ ﻧﺗﺎﺋﺞ ﺗﻘﻳﻳﻡ ﺍﻷﺩﺍء ﻟﻭﺿﻊ ﺃﻫﺩﺍﻑ ﻟﺗﺣﺳﻳﻥ ﺍﻷﺩﺍء ﻭﺍﻟﺗﻁﻭﻳﺭ ﺍﻟﻣﻬﻧﻲ
The outcome of the performance evaluation is used to set objectives for
performance improvement and professional development. HR.9.5
HR.9.5 .ﻳﺗﻡ ﺗﻭﻗﻳﻊ ﺗﻘﻳﻳﻡ ﺍﻷﺩﺍء ﻣﻥ ﻗﺑﻝ ﻛﻝ ﻣﻥ ﺍﻟﻣﻭﻅﻑ ﻭﺍﻟﻣﺷﺭﻑ ﻭﻳﺗﻡ ﺗﻭﺛﻳﻘﻪ ﻓﻲ ﻣﻠﻑ ﺍﻟﻣﻭﻅﻔﻳﻥ
The performance evaluation is signed by both the employee and the
supervisor and is documented in the personnel file.
HR.10 HR.10
The hospital identifies the staff training and educational .ﻳﺣﺩﺩ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺍﺣﺗﻳﺎﺟﺎﺕ ﺗﺩﺭﻳﺏ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺗﻌﻠﻳﻣﻬﻡ
needs.
:ﺍﻟﻐﺭﺽ
Standard Intent: ﺗﻘﻳﻳﻡ ﻭﻳﻧﺑﻐﻲ .ﺍﻟﻁﻭﻳﻝ ﺍﻟﻣﺩﻯ ﻋﻠﻰ ﺍﻟﻌﻣﻝ ﺑﺄﻫﺩﺍﻑ ﺗﺩﺭﻳﺑﻳﺔ ﺧﻁﺔ ﺃﻱ ﺭﺑﻁ ﺍﻟﺿﺭﻭﺭﻱ ﻣﻥ
It is essential that any training plan should be linked into the business’s ﺍﻻﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﺗﺩﺭﻳﺑﻳﺔ ﻟﻠﻣﻧﻅﻣﺔ ﻭﺍﻟﻣﻭﻅﻔﻳﻥ ﺗﻘﻳﻳﻣﺎ ﺩﻗﻳﻘﺎ ﻟﺗﺣﺩﻳﺩ ﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﻣﻁﻠﻭﺑﺔ ﻟﺗﺣﻘﻳﻕ ﺃﻫﺩﺍﻓﻙ
long- term objectives. The training needs of an organization and staff .ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ
should be thoroughly assessed to determine what skills would be :ﻭﺗﺷﻣﻝ ﺍﻷﺳﺋﻠﺔ ﺍﻟﺗﻲ ﻳﻧﺑﻐﻲ ﻁﺭﺣﻬﺎ ﻣﺎ ﻳﻠﻲ
required to achieve your strategic goals. • ﻫﻝ ﻳﺣﺗﺎﺝ ﺍﻟﻣﻭﻅﻔﻭﻥ ﺇﻟﯽ ﺃﻥ ﻳﮑﻭﻧﻭﺍ ﺃﮐﺛﺭ ﻣﺭﻭﻧﺔ ﻣﻥ ﺃﺟﻝ ﺗﻐﻁﻳﺔ ﻧﻁﺎﻕ ﺃﮐﺑﺭ ﻣﻥ ﺍﻟﻭﻅﺎﺋﻑ؟
Questions that should be raised include: • ﻫﻝ ﻳﺣﺗﺎﺟﻭﻥ ﺇﻟﯽ ﻣﻌﺭﻓﺔ ﺍﻟﺗﮑﻧﻭﻟﻭﺟﻳﺎ ﺍﻟﺟﺩﻳﺩﺓ ﺃﻭ ﺃﻧﻅﻣﺔ ﺍﻟﮑﻣﺑﻳﻭﺗﺭ ﺃﻭ ﺍﻟﺑﺭﺍﻣﺞ؟
• Do staff members need to be more flexible in order to cover a • ﻫﻝ ﺑﺩﺃ ﻋﺿﻭ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻟﻠﺗﻭ؟
greater range of jobs? • ﻫﻝ ﻳﺣﺗﺎﺝ ﻛﻝ ﻓﺭﺩ ﻓﻲ ﺍﻟﻌﻣﻝ ﺇﻟﻰ ﺗﻌﻠﻡ ﻣﻬﻣﺔ ﻣﺣﺩﺩﺓ؟
• Do they need to know about new technology, computer systems or
ﻗﺩ ﻳﻛﻭﻥ.ﻭﻣﻥ ﺍﻟﻣﻬﻡ ﺗﻘﻳﻳﻡ ﺍﻻﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﺗﺩﺭﻳﺑﻳﺔ ﻟﻔﺭﻳﻕ ﺍﻹﺩﺍﺭﺓ ﻓﺿﻼ ﻋﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻵﺧﺭﻳﻥ
software?
• Has the member of staff just started? ﻫﻲ / ﻭﻟﻛﻥ ﻳﺟﺏ ﺃﻥ ﻳﻧﻅﺭ ﻓﻲ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻫﻭ،ﻟﺩﻯ ﺍﻟﻣﻭﻅﻑ ﻣﻬﺎﺭﺍﺕ ﻗﻭﻳﺔ ﻓﻲ ﻣﺟﺎﻝ ﻣﻌﻳﻥ
• Does everyone in the business need to learn a specific task? ﻭﺗﻛﻧﻭﻟﻭﺟﻳﺎ، ﻭﺍﻟﺗﻣﻭﻳﻝ. ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ،ﻭﻣﺩﻳﺭﻳﻬﺎ ﺑﺣﺎﺟﺔ ﺇﻟﻰ ﺗﺣﺳﻳﻥ ﻣﻬﺎﺭﺍﺕ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻌﺎﻣﺔ
It is important to assess the training needs of the management team as . ﻭﺇﺩﺍﺭﺓ ﺍﻟﻣﺷﺎﺭﻳﻊ ﻭﺇﺩﺍﺭﺓ ﺍﻟﻧﺎﺱ ﻭﺍﻟﺗﻧﻣﻳﺔ، ﻭﺍﻟﺗﺳﻭﻳﻕ،ﺍﻟﻣﻌﻠﻭﻣﺎﺕ
well as other staff. A staff member may have strong skills in a particular ﻭﺳﺗﻛﻭﻥ ﻫﻧﺎﻙ ﺣﺎﺟﺔ ﺇﻟﻰ ﻣﻌﻠﻭﻣﺎﺕ ﻣﻥ ﻣﺟﻣﻭﻋﺔ ﻣﺗﻧﻭﻋﺔ ﻣﻥ ﺍﻟﻣﺻﺎﺩﺭ ﻣﻥ ﺃﺟﻝ ﺗﺣﺩﻳﺩ
field, but consider whether he/she and his/her managers need to ، ﻭﻳﻣﻛﻥ ﺃﻥ ﺗﺷﻣﻝ ﺍﻟﻣﺻﺎﺩﺭ ﺍﻟﺧﻁﺔ ﺍﻻﺳﺗﺭﺍﺗﻳﺟﻳﺔ.ﺍﻻﺣﺗﻳﺎﺟﺎﺕ ﺍﻹﻧﻣﺎﺋﻳﺔ ﻟﻠﻣﺩﻳﺭﻳﻥ ﻭﺍﻟﻣﻭﻅﻔﻳﻥ
improve your general management skills, e.g. finance, IT, marketing, ﻭﺗﺣﻠﻳﻝ ﻧﻘﺎﻁ ﺍﻟﻘﻭﺓ ﻭﺍﻟﺿﻌﻑ ﻭﺍﻟﻔﺭﺹ ﻭﺍﻟﺗﻬﺩﻳﺩﺍﺕ ﻓﻲ ﺍﻟﻣﻧﻅﻣﺔ ) ﺗﺣﻠﻳﻝ ﻧﻘﺎﻁ ﺍﻟﻘﻭﺓ ﻭﺍﻟﺿﻌﻑ
project management and people management and development. ﻭﺍﻟﻭﻅﺎﺋﻑ ﺍﻟﺗﻲ، ﻭﺳﺟﻼﺕ ﺍﻟﺗﺩﺭﻳﺏ، ﻭﺳﺟﻼﺕ ﺍﻟﻣﻭﻅﻔﻳﻥ ) ﺧﻁﻁ ﺍﻟﺗﻧﻣﻳﺔ،(ﻭﺍﻟﻔﺭﺹ ﻭﺍﻟﻣﺧﺎﻁﺭ
Information will be required from a variety of sources in order to ﻭﺗﺣﻠﻳﻝ ﺑﻳﺋﺔ، ﻭﺍﻟﻣﻧﺎﻗﺷﺎﺕ ﺑﻳﻥ ﺍﻟﻣﺩﻳﺭﻳﻥ ﻭﺍﻟﻣﻭﻅﻔﻳﻥ، ﻭﺍﻟﺗﻘﻳﻳﻣﺎﺕ،( ﻭﺍﻟﻣﺅﻫﻼﺕ،ﺗﺣﺗﻔﻅ ﺑﻬﺎ
determine the development needs of managers and staff. Sources .ﺧﺎﺭﺟﻳﺔ
might include the strategic plan, analyzing the organization’s strengths, ﻭﺳﺗﻣﻛﻥ ﺍﻟﺗﻭﺻﻳﻔﺎﺕ ﺍﻟﻭﻅﻳﻔﻳﺔ ﻭﺍﻟﻣﻭﺍﺻﻔﺎﺕ ﺍﻟﺷﺧﺻﻳﺔ ﺍﻟﻣﺷﺭﻓﻳﻥ ﻣﻥ ﺗﺣﺩﻳﺩ ﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﺗﻲ
weaknesses, opportunities and threats (SWOT analysis), employee
ﻭﻳﻣﻛﻧﻪ ﺃﻳﺿﺎ ﺃﻥ ﻳﺳﺗﺧﺩﻣﻬﺎ ﻋﻧﺩ ﺍﻟﺗﺟﻧﻳﺩ ﻟﺗﻘﻳﻳﻡ ﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﺗﻲ.ﻳﺣﺗﺎﺟﻬﺎ ﺍﻟﻣﻭﻅﻔﻭﻥ ﻟﻠﻘﻳﺎﻡ ﺑﻭﻅﺎﺋﻔﻬﻡ
records (development plans, training records, posts held, and
qualifications), appraisals, discussions between managers and staff, .ﻳﻣﻠﻛﻬﺎ ﺍﻟﻣﺭﺷﺢ ﺑﺎﻟﻔﻌﻝ ﻭﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﺗﻲ ﻳﺣﺗﺎﺟﻬﺎ ﻟﺗﻁﻭﻳﺭﻩ ﻣﻥ ﺃﺟﻝ ﺍﻟﻘﻳﺎﻡ ﺑﻌﻣﻝ ﺟﻳﺩ
and analysis of the external environment.
Job descriptions and personal specifications will enable supervisors to
identify what skills employees require to carry out their jobs. He/she can HR.10.1
also use these when recruiting to assess what skills a candidate ﻟﺩﻯ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻋﻣﻠﻳﺔ ﻟﺗﺣﺩﻳﺩ ﺍﻻﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﺗﺩﺭﻳﺑﻳﺔ ﻭﺍﻟﺗﻌﻠﻳﻣﻳﺔ ﻟﻣﺧﺗﻠﻑ ﻓﺋﺎﺕ ﻣﻭﻅﻔﻲ
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
already has and the skills they would need to develop in order to do the .ﺍﻟﻣﺳﺗﺷﻔﻰ
job well.
HR.10.1 HR.10.2
The hospital has a process in place for identification of the training and ﻋﻠﻰ ﺳﺑﻳﻝ،ﻳﺗﻡ ﺗﺣﺩﻳﺩ ﺍﻻﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﺗﺩﺭﻳﺑﻳﺔ ﻭﺍﻟﺗﻌﻠﻳﻣﻳﺔ ﻋﻠﻰ ﺃﺳﺎﺱ ﻣﻌﺎﻳﻳﺭ ﻣﻭﺿﻭﻋﻳﺔ ﺗﺷﻣﻝ
educational needs of the different categories of hospital staff.
: ﻣﺎ ﻳﻠﻲ،ﺍﻟﻣﺛﺎﻝ ﻻ ﺍﻟﺣﺻﺭ
HR.10.2
The training and educational needs are identified based on objective . ﻣﻬﻣﺔ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻭﺭﺅﻳﺗﻪ ﻭﻧﻁﺎﻕ ﺍﻟﺧﺩﻣﺎﺕHR.10.2.1
criteria that include, but are not limited to, the following: . ﺗﺎﺭﻳﺦ ﺗﻌﻠﻳﻡ ﻭﺗﺩﺭﻳﺏ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻔﺭﺩﻳﻳﻥHR.10.2.2
HR.10.2.1 The hospital mission, vision and scope of services. . ﻣﻌﻠﻭﻣﺎﺕ ﻣﻥ ﺃﻧﺷﻁﺔ ﺗﻘﻳﻳﻡ ﺍﻟﺟﻭﺩﺓ ﻭﺗﺣﺳﻳﻧﻬﺎHR.10.2.3
HR.10.2.2 Individual staff member’s education and training ﺍﻻﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﻧﺎﺗﺟﺔ ﻋﻥ ﺍﻟﺗﻘﺩﻡ ﺍﻟﻣﺣﺭﺯ ﻓﻲ ﺍﻟﻣﺟﺎﻻﺕ ﺍﻟﻁﺑﻳﺔ ﻭﺇﺩﺍﺭﺓ ﺍﻟﺭﻋﺎﻳﺔHR.10.2.4
history.
.ﺍﻟﺻﺣﻳﺔ
HR.10.2.3 Information from quality assessment and
improvement activities. . ﺍﻟﻧﺗﺎﺋﺞ ﺍﻟﻣﺳﺗﻣﺩﺓ ﻣﻥ ﺗﻘﻳﻳﻡ ﺃﺩﺍء ﺍﻹﺩﺍﺭﺓ ﻟﻸﻓﺭﺍﺩHR.10.2.5
HR.10.2.4 Needs generated by advancements made in the . ﻧﺗﺎﺋﺞ ﺃﻧﺷﻁﺔ ﺍﺳﺗﻌﺭﺍﺽ ﺍﻷﻗﺭﺍﻥHR.10.2.6
medical and healthcare management fields. . ﺍﻟﻧﺗﺎﺋﺞ ﺍﻟﻣﺳﺗﻣﺩﺓ ﻣﻥ ﺑﺭﺍﻣﺞ ﺇﺩﺍﺭﺓ ﺍﻟﺗﻛﻧﻭﻟﻭﺟﻳﺎ ﻭﺍﻟﺳﻼﻣﺔ ﻓﻲ ﺍﻟﻣﺳﺗﺷﻔﻰHR.10.2.7
HR.10.2.5 Findings from department performance appraisals of . ﻧﺗﺎﺋﺞ ﺃﻧﺷﻁﺔ ﻣﻛﺎﻓﺣﺔ ﺍﻟﻌﺩﻭﻯHR.10.2.8
individuals.
HR.10.2.6 Findings from peer review activities.
HR.10.2.7 Findings from the hospital’s technology and safety
management programs.
HR.10.2.8 Findings from infection control activities.
HR.11 HR.11
The hospital supports continuing education for all staff .ﻳﺩﻋﻡ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺍﻟﺗﻌﻠﻳﻡ ﺍﻟﻣﺳﺗﻣﺭ ﻟﺟﻣﻳﻊ ﺍﻟﻣﻭﻅﻔﻳﻥ
members.
:ﺍﻟﻐﺭﺽ
Standard Intent: ﻭﻳﺟﺏ ﺃﻥ ﻳﺣﺻﻝ ﺍﻟﻣﻭﻅﻔﻭﻥ ﻋﻠﻰ ﺍﻟﺗﻌﻠﻳﻡ ﻭﺍﻟﺗﺩﺭﻳﺏ ﺍﻟﻣﻧﺎﺳﺑﻳﻥ ﻟﻛﻲ ﻳﻅﻠﻭﺍ ﻓﻌﺎﻟﻳﻥ ﻭﻳﺟﺏ ﻋﻠﻰ
Staff must receive appropriate education and training to remain ﻭﻳﻠﺯﻡ ﺭﺻﺩ. ﻭﻫﺫﻩ ﻣﺳﺄﻟﺔ ﺗﺗﻌﻠﻕ ﺑﺳﻼﻣﺔ ﺍﻟﻣﺭﺿﻰ،ﺍﻟﻘﻳﺎﺩﺓ ﺃﻥ ﺗﺩﻋﻡ ﺫﻟﻙ ﻭﺗﻭﻓﺭ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﻼﺯﻣﺔ
effective and the leadership must support this and provide the ﻭﺳﺗﺳﺗﻧﺩ ﻫﺫﻩ،ﺗﺩﺭﻳﺏ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺗﻌﻠﻳﻣﻬﻡ ﻣﻥ ﺃﺟﻝ ﻓﻌﺎﻟﻳﺗﻪ ﻛﻣﺎ ﻳﺗﺿﺢ ﻣﻥ ﺃﺩﺍء ﺍﻟﻣﻭﻅﻔﻳﻥ
necessary resources, this is a patient safety issue. Staff training and ، ﻳﺟﺏ ﻋﻠﻰ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺍﻟﺗﺄﻛﺩ ﻣﻥ ﻭﺟﻭﺩ ﻣﺳﺎﺣﺔ ﻛﺎﻓﻳﺔ.ﺍﻟﻣﺳﺅﻭﻟﻳﺔ ﺃﺳﺎﺳﺎ ﺇﻟﻰ ﺭﺅﺳﺎء ﺍﻹﺩﺍﺭﺍﺕ
education needs to be monitored for its effectiveness as evidenced in .ﻭﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻭﺍﻟﻣﺎﺩﻳﺔ ﻟﺟﻬﻭﺩ ﺗﻌﻠﻳﻣﻳﺔ ﻓﻌﺎﻟﺔ
the employee performance, this responsibility will rest mainly with
department heads. Hospital must make sure there is adequate space,
human and material resources for effective educational efforts.
HR.11.1
HR.11.1
.ﺗﻭﺟﺩ ﺳﻳﺎﺳﺔ ﺗﺻﻑ ﺍﻟﻬﻳﻛﻝ ﻭﺍﻟﻌﻣﻠﻳﺔ ﺍﻟﻣﺳﺗﺧﺩﻣﺔ ﻓﻲ ﺍﻟﺗﻌﻠﻳﻡ ﺍﻟﻣﺳﺗﻣﺭ ﻟﺟﻣﻳﻊ ﻓﺋﺎﺕ ﺍﻟﻣﻭﻅﻔﻳﻥ
There is a policy describing the structure and the process used in the
continuing education of all categories of staff.
HR.11.2 HR.11.2
The hospital grants financial support and time off for staff to attend .ﻳﻘﺩﻡ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺍﻟﺩﻋﻡ ﺍﻟﻣﺎﻟﻲ ﻭﺇﺟﺎﺯﺓ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻟﺣﺿﻭﺭ ﺍﻷﻧﺷﻁﺔ ﺍﻟﺗﻌﻠﻳﻣﻳﺔ
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
educational activities.
HR.11.3 HR.11.3
The hospital has an educational program with an ongoing schedule of ﻳﻭﺟﺩ ﻓﻲ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺑﺭﻧﺎﻣﺞ ﺗﻌﻠﻳﻣﻲ ﻣﻊ ﺟﺩﻭﻝ ﺯﻣﻧﻲ ﻣﺳﺗﻣﺭ ﻟﻸﻧﺷﻁﺔ ﺍﻟﺗﻌﻠﻳﻣﻳﺔ ﻭﺍﻟﺗﺩﺭﻳﺏ ﻋﻠﻰ
educational activities and training based on the hospital needs. .ﺃﺳﺎﺱ ﺍﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﻣﺳﺗﺷﻔﻰ
HR.11.4
The department head recommends and evaluates the educational and HR.11.4
training activities required to maintain staff competencies to provide ﻳﻭﺻﻲ ﺭﺋﻳﺱ ﺍﻟﻘﺳﻡ ﻭﻳﻘﻳﻡ ﺍﻷﻧﺷﻁﺔ ﺍﻟﺗﻌﻠﻳﻣﻳﺔ ﻭﺍﻟﺗﺩﺭﻳﺑﻳﺔ ﺍﻟﻼﺯﻣﺔ ﻟﻠﺣﻔﺎﻅ ﻋﻠﻰ ﻛﻔﺎءﺍﺕ
care. This process is linked to performance improvement and . ﻭﺗﺭﺗﺑﻁ ﻫﺫﻩ ﺍﻟﻌﻣﻠﻳﺔ ﺑﺗﺣﺳﻳﻥ ﺍﻷﺩﺍء ﻭﺗﻭﺛﻳﻘﻬﺎ ﻓﻲ ﻣﻠﻑ ﺍﻟﻣﻭﻅﻔﻳﻥ.ﺍﻟﻣﻭﻅﻔﻳﻥ ﻟﺗﻭﻓﻳﺭ ﺍﻟﺭﻋﺎﻳﺔ
documented in the personnel file.
HR.12 HR.12
Staff members providing direct patient care are trained .ﻳﺗﻡ ﺗﺩﺭﻳﺏ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺫﻳﻥ ﻳﻘﺩﻣﻭﻥ ﺍﻟﺭﻋﺎﻳﺔ ﺍﻟﻣﺑﺎﺷﺭﺓ ﻟﻠﻣﺭﺿﻰ ﻋﻠﻰ ﺍﻹﻧﻌﺎﺵ ﺍﻟﻘﻠﺑﻲ ﺍﻟﺭﺋﻭﻱ
on cardiopulmonary resuscitation.
:ﺍﻟﻐﺭﺽ
Standard Intent: ﻓﻲ ﻏﺿﻭﻥ ﺧﻣﺱ ﺩﻗﺎﺋﻕ ﻣﻥ ﺍﻧﻬﻳﺎﺭ ﺍﻟﺷﺧﺹ ﺇﻟﻰCPR ﻳﻣﻛﻥ ﺃﻥ ﻳﺅﺩﻱ ﺍﻹﻧﻌﺎﺵ ﺍﻟﻘﻠﺑﻲ ﺍﻟﺭﺋﻭﻱ
CPR done within five minutes of a person’s collapse combined with . ﻓﻲ ﺍﻟﻣﺎﺋﺔ50 ﺟﺎﻧﺏ ﺍﻟﺭﻋﺎﻳﺔ ﺍﻟﻣﻬﻧﻳﺔ ﺇﻟﻰ ﺯﻳﺎﺩﺓ ﻣﻌﺩﻻﺕ ﺍﻟﺑﻘﺎء ﻋﻠﻰ ﻗﻳﺩ ﺍﻟﺣﻳﺎﺓ ﺑﻧﺳﺑﺔ ﺗﺻﻝ ﺇﻟﻰ
professional care can increase survival rates by as much as 50 percent. ﻫﺫﺍ ﻫﻭ ﺍﻟﺳﺑﺏ ﻓﻲ ﺃﻧﻪ ﻣﻥ ﺍﻷﻫﻣﻳﺔ ﺑﻣﻛﺎﻥ ﺃﻥ ﻳﻛﻭﻥ ﺟﻣﻳﻊ ﺍﻟﺭﻋﺎﻳﺔ ﺍﻟﺻﺣﻳﺔ ﺍﻟﻣﻬﻧﻳﺔ ﺍﻟﻣﺩﺭﺑﻳﻥ
That is why it is very critical to have all healthcare professional well ﺗﺩﺭﻳﺑﺎ ﺟﻳﺩﺍ ﻭﻣﺻﺩﻗﺔ ﻓﻲ ﺍﻹﻧﻌﺎﺵ ﺍﻟﻘﻠﺑﻲ ﺧﺎﺻﺔ ﺇﻟﻰ ﻣﺟﺎﻝ ﺗﺧﺻﺻﻬﻡ ﻹﻧﻘﺎﺫ ﺃﻱ ﺷﺧﺹ ﺍﻟﺫﻳﻥ
trained and certified in cardiopulmonary resuscitation specific to their .ﻳﻭﺍﺟﻬﻭﻥ ﺍﻻﻋﺗﻘﺎﻝ ﻓﻲ ﻣﺷﻬﺩ ﺍﻟﻣﺳﺗﺷﻔﻰ
area of specialty to save anyone who experience arrest in the hospital
scene.
HR.12.1
HR.12.1
All staff members who provide direct patient care (medical staff, ، ﻭﻣﻭﻅﻔﻲ ﺍﻟﺗﻣﺭﻳﺽ،ﺟﻣﻳﻊ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﺫﻳﻥ ﻳﻘﺩﻣﻭﻥ ﺍﻟﺭﻋﺎﻳﺔ ﺍﻟﻣﺑﺎﺷﺭﺓ ﻟﻠﻣﺭﺿﻰ )ﺍﻟﻁﺎﻗﻡ ﺍﻟﻁﺑﻲ
nursing staff, and other healthcare professionals) maintain a valid ﻭﻏﻳﺭﻫﻡ ﻣﻥ ﺍﻟﻣﺗﺧﺻﺻﻳﻥ ﻓﻲ ﺍﻟﺭﻋﺎﻳﺔ ﺍﻟﺻﺣﻳﺔ( ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﺷﻬﺎﺩﺓ ﺻﺎﻟﺣﺔ ﻓﻲ ﺍﻟﻘﻠﺏ
certification in basic cardiac life support (BCLS) and certification is .ﺍﻷﺳﺎﺳﻳﺔ ﺩﻋﻡ ﺍﻟﺣﻳﺎﺓ )ﺑﻛﻠﺱ( ﻭﻳﺗﻡ ﺗﺟﺩﻳﺩ ﺷﻬﺎﺩﺓ ﻛﻝ ﻋﺎﻣﻳﻥ
renewed every two years.
HR.12.2 HR.12.2
The hospital identifies and provides training for other staff categories in ﻭﻳﺣﺩﺩ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻭﻳﻘﺩﻡ ﺍﻟﺗﺩﺭﻳﺏ ﻟﻔﺋﺎﺕ ﺃﺧﺭﻯ ﻣﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻓﻲ ﺍﻟﻣﺟﺎﻻﺕ ﺍﻟﻣﺗﻌﻠﻘﺔ ﺑﺩﻋﻡ
areas related to advanced cardiac life support (ACLS), neonatal ﻭﺩﻋﻡ ﺍﻟﺣﻳﺎﺓ،(NRP ) ﻭﺑﺭﻧﺎﻣﺞ ﺍﻹﻧﻌﺎﺵ ﺍﻟﻭﻟﻳﺩﻱ،(ACLS ) ﺍﻟﺣﻳﺎﺓ ﺍﻟﻘﻠﺑﻳﺔ ﺍﻟﻣﺗﻘﺩﻣﺔ
resuscitation program (NRP), pediatric advanced life support (PALS), ﻭﺗﺷﻣﻝ ﺍﻷﻣﺛﻠﺔ ﻋﻠﻰ.(ATLS) ﻭﺍﻟﺩﻋﻡ ﺍﻟﻣﺗﻘﺩﻡ ﻟﻠﺣﻳﺎﺓ ﺍﻟﺻﺩﻣﺎﺕ،(PALS) ﺍﻟﻣﺗﻘﺩﻣﺔ ﻟﻸﻁﻔﺎﻝ
and advanced trauma life support (ATLS). Examples include, but are not :ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ ﻻ ﺍﻟﺣﺻﺭ
limited to: ﻳﺟﺏ ﻋﻠﻰ ﺍﻷﻁﺑﺎء ﻭﺍﻟﻣﻣﺭﺿﻳﻥ ﺍﻟﻌﺎﻣﻠﻳﻥ ﻓﻲ ﻣﺟﺎﻻﺕ ﺍﻟﺭﻋﺎﻳﺔ ﺍﻟﺣﺭﺟﺔ ﺍﻟﺣﻔﺎﻅHR.12.2.1
HR.12.2.1 Physicians and nurses working in critical care areas ﺣﺳﺏ ﺍﻻﻗﺗﺿﺎءACLS, PALS and NRP ﻋﻠﻰ ﺷﻬﺎﺩﺓ ﺇﺿﺎﻓﻳﺔ ﻓﻲ
must maintain additional certification in ACLS, PALS and NRP .ﻟﻠﻔﺋﺎﺕ ﺍﻟﻌﻣﺭﻳﺔ ﻟﻠﻣﺭﺿﻰ
as appropriate to the patients’ age groups. .ACLS ﻳﺟﺏ ﻋﻠﻰ ﺃﻁﺑﺎء ﺍﻟﻁﺏ ﺍﻟﺑﺎﻁﻧﻲ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﺷﻬﺎﺩﺓ ﺇﺿﺎﻓﻳﺔ ﻓﻲHR.12.2.2
HR.12.2.2 Internal medicine physicians must maintain ACLS, ﻳﺟﺏ ﻋﻠﻰ ﺃﻁﺑﺎء ﻗﺳﻡ ﺍﻟﻁﻭﺍﺭﺉ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﺷﻬﺎﺩﺓ ﺇﺿﺎﻓﻳﺔ ﻓﻲHR.12.2.3
additional certification in ACLS. . NRP & PALS
HR.12.2.3 Emergency department physicians must maintain &PALS ﻳﺟﺏ ﻋﻠﻰ ﺃﻁﺑﺎء ﺍﻷﻁﻔﺎﻝ ﺍﻟﺣﻔﺎﻅ ﻋﻠﻰ ﺷﻬﺎﺩﺓ ﺇﺿﺎﻓﻳﺔ ﻓﻲHR.12.2.4
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
additional certification in ACLS, PALS and ATLS. .NRP
HR.12.2.4 Pediatricians must maintain additional certification in
PALS and NRP.
HR.13 HR.13
The hospital has a program that addresses staff health .ﻟﺩﻯ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺑﺭﻧﺎﻣﺞ ﻳﺗﻧﺎﻭﻝ ﺻﺣﺔ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺳﻼﻣﺗﻬﻡ
and safety.
:ﺍﻟﻐﺭﺽ
Standard Intent: • ﻭﻳﺟﺏ ﺗﻘﻳﻳﻣﻬﺎ ﻣﻥ ﻗﺑﻝ ﻣﺟﺎﻝ ﻣﻛﺎﻓﺣﺔ ﺍﻟﻌﺩﻭﻯ
• Shall be assessed by Infection Control domain
HR.13.1
The hospital has a staff health and safety program that is consistent with HR.13.1
laws and regulations and covers all staff members. ﻟﺩﻯ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺑﺭﻧﺎﻣﺞ ﺻﺣﺔ ﻭﺳﻼﻣﺔ ﻟﻠﻣﻭﻅﻔﻳﻥ ﻳﺗﺳﻕ ﻣﻊ ﺍﻟﻘﻭﺍﻧﻳﻥ ﻭﺍﻟﻠﻭﺍﺋﺢ ﻭﻳﻐﻁﻲ ﺟﻣﻳﻊ
HR.13.2 .ﺍﻟﻣﻭﻅﻔﻳﻥ
The program is based on assessment and where necessary, reduction of
occupational health and safety risks. HR.13.2
HR.13.3 .ﻳﺳﺗﻧﺩ ﺍﻟﺑﺭﻧﺎﻣﺞ ﺇﻟﻰ ﺗﻘﻳﻳﻡ ﻣﺧﺎﻁﺭ ﺍﻟﺻﺣﺔ ﻭﺍﻟﺳﻼﻣﺔ ﺍﻟﻣﻬﻧﻳﺔ ﻋﻧﺩ ﺍﻻﻗﺗﺿﺎء
The program is coordinated with the hospital’s quality, safety, risk
management, and infection control programs. HR.13.3
HR.13.4 ﻭﺑﺭﺍﻣﺞ ﻣﻛﺎﻓﺣﺔ، ﻭﺇﺩﺍﺭﺓ ﺍﻟﻣﺧﺎﻁﺭ، ﻭﺍﻟﺳﻼﻣﺔ،ﻳﺗﻡ ﺗﻧﺳﻳﻕ ﺍﻟﺑﺭﻧﺎﻣﺞ ﻣﻊ ﺟﻭﺩﺓ ﺍﻟﻣﺳﺗﺷﻔﻰ
The program includes, but is not limited to, the following: .ﺍﻟﻌﺩﻭﻯ
HR.13.4.1 Pre-employment medical evaluation of new
employees. HR.13.4
HR.13.4.2 Response to the health problems of the employees : ﻣﺎ ﻳﻠﻲ، ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ ﻻ ﺍﻟﺣﺻﺭ،ﻳﺗﺿﻣﻥ ﺍﻟﺑﺭﻧﺎﻣﺞ
through direct treatment (e.g., a staff clinic) or referral. . ﺍﻟﺗﻘﻳﻳﻡ ﺍﻟﻁﺑﻲ ﻗﺑﻝ ﺍﻟﺗﻭﻅﻳﻑ ﻟﻠﻣﻭﻅﻔﻳﻥ ﺍﻟﺟﺩﺩHR.13.4.1
HR.13.4.3 Periodic medical evaluation of staff members.
ﺍﻻﺳﺗﺟﺎﺑﺔ ﻟﻠﻣﺷﺎﻛﻝ ﺍﻟﺻﺣﻳﺔ ﻟﻠﻣﻭﻅﻔﻳﻥ ﻣﻥ ﺧﻼﻝ ﺍﻟﻌﻼﺝ ﺍﻟﻣﺑﺎﺷﺭ )ﻋﻠﻰ ﺳﺑﻳﻝHR.13.4.2
HR.13.4.4 Screening for exposure and/or immunity to infectious
. ﻋﻳﺎﺩﺓ ﺍﻟﻣﻭﻅﻔﻳﻥ( ﺃﻭ ﺍﻹﺣﺎﻟﺔ،ﺍﻟﻣﺛﺎﻝ
diseases.
. ﺍﻟﺗﻘﻳﻳﻡ ﺍﻟﻁﺑﻲ ﺍﻟﺩﻭﺭﻱ ﻟﻠﻣﻭﻅﻔﻳﻥHR.13.4.3
HR.13.4.5 Staff preventive immunizations.
HR.13.4.6 Management of exposure to blood borne pathogens . ﺃﻭ ﺍﻟﺣﺻﺎﻧﺔ ﻟﻸﻣﺭﺍﺽ ﺍﻟﻣﻌﺩﻳﺔ/ ﺍﻟﻛﺷﻑ ﻋﻥ ﺍﻟﺗﻌﺭﺽ ﻭHR.13.4.4
and other work-related conditions. . ﺍﻟﺗﺣﺻﻳﻥ ﺍﻟﻭﻗﺎﺋﻲ ﻟﻠﻣﻭﻅﻔﻳﻥHR.13.4.5
HR.13.4.7 Measures to reduce occupational exposures and ﺇﺩﺍﺭﺓ ﺍﻟﺗﻌﺭﺽ ﻟﻣﺳﺑﺑﺎﺕ ﺍﻷﻣﺭﺍﺽ ﺍﻟﻣﻧﻘﻭﻟﺔ ﻋﻥ ﻁﺭﻳﻕ ﺍﻟﺩﻡ ﻭﺍﻟﻅﺭﻭﻑHR.13.4.6
hazards, including the use of protective equipment and clothing, .ﺍﻷﺧﺭﻯ ﺍﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﻌﻣﻝ
stress management, and ergonomics. ﺑﻣﺎ ﻓﻲ ﺫﻟﻙ، ﺍﻟﺗﺩﺍﺑﻳﺭ ﺍﻟﺭﺍﻣﻳﺔ ﺇﻟﻰ ﺍﻟﺣﺩ ﻣﻥ ﺍﻟﺗﻌﺭﺽ ﺍﻟﻣﻬﻧﻲ ﻭﺍﻟﻣﺧﺎﻁﺭHR.13.4.7
HR.13.4.8 Staff education on the risks within the hospital . ﻭﺑﻳﺋﺔ ﺍﻟﻌﻣﻝ، ﻭﺇﺩﺍﺭﺓ ﺍﻹﺟﻬﺎﺩ،ﺍﺳﺗﺧﺩﺍﻡ ﻣﻌﺩﺍﺕ ﺍﻟﻭﻗﺎﻳﺔ ﻭﺍﻟﻣﻼﺑﺱ
environment as well as on their specific job-related hazards (e.g., ﺗﺛﻘﻳﻑ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺑﺷﺄﻥ ﺍﻟﻣﺧﺎﻁﺭ ﺩﺍﺧﻝ ﺑﻳﺋﺔ ﺍﻟﻣﺳﺗﺷﻔﻳﺎﺕ ﻭﻛﺫﻟﻙ ﺍﻟﻣﺧﺎﻁﺭHR.13.4.8
lifting techniques, safe use of medical devices, and detecting, ﻭﺍﻻﺳﺗﺧﺩﺍﻡ ﺍﻵﻣﻥ ﻟﻸﺟﻬﺯﺓ،ﺍﻟﻣﺣﺩﺩﺓ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺑﺎﻟﻌﻣﻝ ) ﻣﺛﻝ ﺗﻘﻧﻳﺎﺕ ﺍﻟﺭﻓﻊ
assessing, and reporting risks). .( ﻭﺍﻟﻛﺷﻑ ﻋﻥ ﺍﻟﻣﺧﺎﻁﺭ ﻭﺗﻘﻳﻳﻣﻬﺎ ﻭﺍﻹﺑﻼﻍ ﻋﻧﻬﺎ،ﺍﻟﻁﺑﻳﺔ
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
HR.13.4.9 Documentation and management of staff incidents ﻭﺍﺗﺧﺎﺫ، ﺗﻭﺛﻳﻕ ﻭﺇﺩﺍﺭﺓ ﺣﻭﺍﺩﺙ ﺍﻟﻣﻭﻅﻔﻳﻥ ) ﻣﺛﻝ ﺍﻹﺻﺎﺑﺎﺕ ﺃﻭ ﺍﻷﻣﺭﺍﺽHR.13.4.9
(e.g., injuries or illnesses, taking corrective actions, and setting .( ﻭﻭﺿﻊ ﺗﺩﺍﺑﻳﺭ ﻟﻣﻧﻊ ﺗﻛﺭﺍﺭﻫﺎ،ﺇﺟﺭﺍءﺍﺕ ﺗﺻﺣﻳﺣﻳﺔ
measures in place to prevent recurrences). ﻳﻭﺟﺩ ﺣﻔﻅ ﻣﻧﺎﺳﺏ ﻟﻠﺳﺟﻼﺕ ﻭﺇﺩﺍﺭﺗﻬﺎ ) ﻣﺛﻝ ﺍﻟﺳﺟﻼﺕ ﺍﻟﺻﺣﻳﺔ ﻟﻠﻣﻭﻅﻔﻳﻥHR.13.4.10
HR.13.4.10 There is appropriate record keeping and .(ﺍﻟﻣﻭﺩﻋﺔ ﺑﺷﻛﻝ ﻣﻧﻔﺻﻝ
management (e.g., employee health records that are filed
separately).
HR.14 HR.14
The hospital has a process for handling staff complaints .ﻟﺩﻯ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻋﻣﻠﻳﺔ ﻟﻠﺗﻌﺎﻣﻝ ﻣﻊ ﺷﻛﺎﻭﻯ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﻋﺩﻡ ﺍﻟﺭﺿﺎ
and dissatisfaction.
:ﺍﻟﻐﺭﺽ
Standard Intent: .ﺟﻳﺩﺓ ﻋﻣﻝ ﻋﻼﻗﺎﺕ ﻋﻠﻰ ﻭﺍﻟﺣﻔﺎﻅ ﻟﺗﻁﻭﻳﺭ ﻣﺗﺑﺎﺩﻝ ﺑﺷﻛﻝ ﺍﻟﺳﻌﻲ ﻭﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻣﺷﺭﻓﻳﻥ ﻋﻠﻰ ﻳﺟﺏ
Supervisors and employees should mutually strive to develop and ﺇﺫﺍ ﻟﻡ ﺗﻣﻧﻊ.ﻭﺗﺷﺟﻊ ﺍﻟﻣﻧﻅﻣﺎﺕ ﻋﻠﻰ ﺇﺟﺭﺍء ﺣﻭﺍﺭ ﻣﻔﺗﻭﺡ ﻭﺻﺭﻳﺢ ﺑﺷﺄﻥ ﻣﻌﺎﻳﻳﺭ ﺍﻟﻌﻣﻝ ﻭﺍﻷﺩﺍء
maintain good working relationships. ﻭﺗﺗﻭﻓﺭ ﺍﻟﻣﺯﻳﺩ ﻣﻥ ﺍﻹﺟﺭﺍءﺍﺕ، ﻗﺩ ﺗﺗﺧﺫ ﺇﺟﺭﺍءﺍﺕ ﺇﺿﺎﻓﻳﺔ، ﻣﺛﻝ ﻫﺫﻩ ﺍﻟﻣﻧﺎﻗﺷﺔ ﺍﻟﻣﺷﻛﻠﺔ ﺃﻭ ﺗﺣﻠﻬﺎ
Organizations are encouraged to have open and honest dialogue about .ﺍﻟﺭﺳﻣﻳﺔ
work standards and performance. If such discussion does not prevent
or solve a problem, additional actions may be taken, and more formal :ﻭﻫﻧﺎﻙ ﺛﻼﺛﺔ ﺃﺳﺎﻟﻳﺏ ﻣﺗﺎﺣﺔ ﻟﻠﻣﻭﻅﻔﻳﻥ ﻟﻣﻌﺎﻟﺟﺔ ﻣﺷﺎﻛﻝ ﻋﻼﻗﺎﺕ ﺍﻟﻣﻭﻅﻔﻳﻥ
procedures are available. • ﺍﺳﺗﻔﺳﺎﺭ ﻋﺎﻡ
• ﺇﺟﺭﺍء ﺷﻛﻭﻯ ﻏﻳﺭ ﺭﺳﻣﻳﺔ
There are three methods available to staff members for addressing
• ﺇﺟﺭﺍء ﺷﻛﻭﻯ ﺭﺳﻣﻳﺔ
employee relations problems:
• General Inquiry
• Informal Complaint Procedure
• Formal Complaint Procedure HR.14.1
.ﻟﺩﻯ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺳﻳﺎﺳﺔ ﻟﻠﺗﻌﺎﻣﻝ ﻣﻊ ﺷﻛﺎﻭﻯ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﻋﺩﻡ ﺍﻟﺭﺿﺎ
HR.14.1
The hospital has a policy for handling staff complaints and HR.14.2
dissatisfaction. .ﻳﺩﺭﻙ ﺍﻟﻣﻭﻅﻔﻭﻥ ﺍﻹﺟﺭﺍء ﺍﻟﻭﺍﺟﺏ ﺍﺗﺑﺎﻋﻪ ﻟﺗﻘﺩﻳﻡ ﺷﻛﻭﻯ ﺃﻭ ﻣﺳﺄﻟﺔ ﻋﺩﻡ ﺍﻟﺭﺿﺎ
HR.14.2
Staff members are aware of the procedure to be followed to bring HR.14.3
forward a complaint or a dissatisfaction issue. ﻳﺗﺧﺫ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺇﺟﺭﺍءﺍﺕ ﻟﻣﻌﺎﻟﺟﺔ ﺍﻟﺷﻛﺎﻭﻯ ﻭﻋﺩﻡ ﺍﻟﺭﺿﺎ ﺑﻁﺭﻳﻘﺔ ﻋﺎﺩﻟﺔ ﻭﻣﻭﺿﻭﻋﻳﺔ ﻭﻓﻲ
HR.14.3 .ﺍﻟﻭﻗﺕ ﺍﻟﻣﻧﺎﺳﺏ
The hospital takes actions for addressing the complaints and
dissatisfaction in a fair, objective, and timely manner.
HR.15 HR.15
The hospital develops and implements strategies for .ﻳﻁﻭﺭ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻭﻳﻧﻔﺫ ﺍﺳﺗﺭﺍﺗﻳﺟﻳﺎﺕ ﻻﺳﺗﺑﻘﺎء ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻣﺅﻫﻠﻳﻥ
retaining qualified staff.
:ﺍﻟﻐﺭﺽ
Standard Intent:
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
HR department is responsible for retention of its distinguished ﻭﻳﻣﻛﻥ ﺗﻣﺛﻳﻝ ﺍﺳﺗﺑﻘﺎء.ﻗﺳﻡ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﻫﻭ ﺍﻟﻣﺳﺅﻭﻝ ﻋﻥ ﺍﻻﺣﺗﻔﺎﻅ ﺑﺎﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻣﺗﻣﻳﺯﻳﻥ
employees. Employee retention can be represented by a simple ﻋﺎﺩﺓ ﻣﺎ ﻳﺷﻳﺭ ﺇﻟﻰ ﺃﻥ٪80 ﻣﻌﺩﻝ ﺍﻻﺣﺗﻔﺎﻅ،ﺍﻟﻣﻭﻅﻔﻳﻥ ﺑﺈﺣﺻﺎء ﺑﺳﻳﻁ ) ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ
statistic (for example, a retention rate of 80% usually indicates that an .( ﻣﻥ ﻣﻭﻅﻔﻳﻬﺎ ﻓﻲ ﻓﺗﺭﺓ ﻣﻌﻳﻧﺔ٪80 ﺍﻟﻣﻧﻅﻣﺔ ﺃﺑﻘﺕ
organization kept 80% of its employees in a given period).
ﻭﻳﻧﺑﻐﻲ ﺃﻥ ﺗﺳﺗﻬﺩﻑ،ﻭﻳﻧﺑﻐﻲ ﺍﻟﺗﻣﻳﻳﺯ ﺑﻳﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺫﻭﻱ ﺍﻷﺩﺍء ﺍﻟﻣﻧﺧﻔﺽ ﻭﺍﻷﺩﺍء ﺍﻷﻓﺿﻝ
A distinction should be drawn between low-performing employees and
top performers, and efforts to retain employees should be targeted at .ﺍﻟﺟﻬﻭﺩ ﺍﻟﺭﺍﻣﻳﺔ ﺇﻟﻰ ﺍﻻﺣﺗﻔﺎﻅ ﺑﺎﻟﻣﻭﻅﻔﻳﻥ ﻫﺅﻻء ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻘﻳﻣﻳﻥ ﻭﺍﻟﻣﺳﺎﻫﻣﻳﻥ
valuable, contributing employees. ﻭﺍﻟﺗﻲ ﻗﺩ ﺗﺷﻣﻝ،ﻭﻳﻌﺗﺑﺭ ﺩﻭﺭﺍﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺃﺣﺩ ﺃﻋﺭﺍﺽ ﺍﻟﻣﺷﺎﻛﻝ ﺍﻟﻌﻣﻳﻘﺔ ﺍﻟﺗﻲ ﻟﻡ ﻳﺗﻡ ﺣﻠﻬﺎ
Employee turnover is a symptom of deeper issues that have not been ﻭﺿﻌﻑ، ﻭﻋﺩﻡ ﺍﻻﻋﺗﺭﺍﻑ، ﻭﻏﻳﺎﺏ ﻣﺳﺎﺭ ﻭﻅﻳﻔﻲ ﻭﺍﺿﺢ،ﻣﻌﻧﻭﻳﺎﺕ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻣﻧﺧﻔﺿﺔ
resolved, which may include low employee morale, absence of a clear ﺇﻥ ﻋﺩﻡ ﺍﻟﺭﺿﺎ ﻭﺍﻻﻟﺗﺯﺍﻡ.ﺍﻟﻌﻼﻗﺎﺕ ﺑﻳﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺍﻟﻣﺩﻳﺭﻳﻥ ﺃﻭ ﺍﻟﻌﺩﻳﺩ ﻣﻥ ﺍﻟﻘﺿﺎﻳﺎ ﺍﻷﺧﺭﻯ
career path, lack of recognition, poor employee-manager relationships ﺍﻟﺩﻓﻊ.ﺑﺎﻟﻣﻧﻅﻣﺔ ﻳﻣﻛﻥ ﺃﻥ ﻳﺳﺑﺏ ﺃﻳﺿﺎ ﺍﻧﺳﺣﺎﺏ ﺍﻟﻣﻭﻅﻑ ﻭﺍﻟﺑﺩء ﻓﻲ ﺍﻟﺑﺣﺙ ﻋﻥ ﻓﺭﺹ ﺃﺧﺭﻯ
or many other issues. A lack of satisfaction and commitment to the .)ﺭﺍﺗﺏ( ﻻ ﻳﻠﻌﺏ ﺩﺍﺋﻣﺎ ﺩﻭﺭﺍ ﻛﺑﻳﺭﺍ ﻓﻲ ﺇﺣﺩﺍﺙ ﺩﻭﺭﺍﻥ ﻛﻣﺎ ﻳﻌﺗﻘﺩ ﻋﺎﺩﺓ
organization can also cause an employee to withdraw and begin ، ﻭﺑﺎﻟﺗﺎﻟﻲ ﺗﻘﻠﻳﻝ ﺗﻛﺎﻟﻳﻑ ﺍﻟﺗﺩﺭﻳﺏ،ﺍﻟﻬﺩﻑ ﻣﻥ ﺃﺭﺑﺎﺏ ﺍﻟﻌﻣﻝ ﻫﻭ ﻋﺎﺩﺓ ﻟﺗﻘﻠﻳﻝ ﺩﻭﺭﺍﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ
looking for other opportunities. Pay does not always play as large a role .ﻭﺗﻛﺎﻟﻳﻑ ﺍﻟﺗﻭﻅﻳﻑ ﻭﻓﻘﺩﺍﻥ ﺍﻟﻣﻭﺍﻫﺏ ﻭﺍﻟﻣﻌﺭﻓﺔ ﺍﻟﺗﻧﻅﻳﻣﻳﺔ
in inducing turnover as is typically believed.
The goal of employers is usually to decrease employee turnover,
thereby decreasing training costs, recruitment costs and loss of talent
and organizational knowledge. HR.15.1
.ﺍﻟﻣﺳﺗﺷﻔﻰ ﻟﺩﻳﻪ ﻋﻣﻠﻳﺔ ﻟﻼﻋﺗﺭﺍﻑ ﻭﻣﻛﺎﻓﺄﺓ ﻣﻥ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺍﻟﻣﺗﻣﻳﺯﻳﻥ
HR.15.1
The hospital has a process for recognition and reward of distinguished HR.15.2
staff. .ﻳﻭﻓﺭ ﺍﻟﻣﺳﺗﺷﻔﻰ ﻓﺭﺹ ﺍﻟﺗﻁﻭﻳﺭ ﺍﻟﻣﻬﻧﻲ ﻭﺍﻟﺗﺭﻭﻳﺞ
HR.15.2
The hospital provides opportunities for professional development and HR.15.3
promotion. .ﻳﻧﻔﺫ ﺍﻟﻣﺳﺗﺷﻔﻰ ﺳﻳﺎﺳﺎﺕ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ ﺑﻁﺭﻳﻘﺔ ﻋﺎﺩﻟﺔ ﻭﻣﺗﺳﻘﺔ ﺩﻭﻥ ﺗﻣﻳﻳﺯ
HR.15.3
The hospital carries out human resources policies in a fair and consistent HR.15.4
way without discrimination. ﻳﻘﻭﻡ ﺍﻟﻣﺳﺗﺷﻔﯽ ﺑﺈﺟﺭﺍء ﻣﻘﺎﺑﻼﺕ ﺍﻟﺧﺭﻭﺝ ﻻﺳﺗﻘﺎﻟﺔ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﻳﺳﺗﺧﺩﻡ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﺍﻟﻧﺎﺗﺟﺔ
HR.15.4 .ﻻﺗﺧﺎﺫ ﻗﺭﺍﺭﺍﺕ ﺣﻭﻝ ﺗﺣﺳﻳﻥ ﻋﻣﻠﻳﺎﺕ ﺍﻟﻣﻭﺍﺭﺩ ﺍﻟﺑﺷﺭﻳﺔ
The hospital carries out exit interviews for resigning staff and uses the
resulting information to make decisions about improving human
resources processes.
HR.16 HR.16
The hospital conducts staff satisfaction surveys on an .ﻳﺟﺭﻱ ﺍﻟﻣﺳﺗﺷﻔﯽ ﺍﺳﺗﻘﺻﺎءﺍﺕ ﺭﺿﺎ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻋﻠﯽ ﺃﺳﺎﺱ ﻣﺳﺗﻣﺭ
ongoing basis.
:ﺍﻟﻐﺭﺽ
Standard Intent: . ﺍﻟﻌﻣﻼء ﻻﺣﺗﻳﺎﺟﺎﺕ ﺍﻟﺟﻭﺩﺓ ﻋﺎﻟﻳﺔ ﺧﺩﻣﺔ ﺗﻘﺩﻳﻡ ﻋﻠﻰ ﺍﻟﻣﻭﻅﻔﻳﻥ ﺗﺷﺟﻊ ﻋﻣﻝ ﺑﻳﺋﺔ ﻟﺧﻠﻕ ﺣﺎﺟﺔ ﻫﻧﺎﻙ
There is a need to create a work environment that encourages ﻓﺎﻟﻣﻭﻅﻔﻭﻥ ﺍﻟﻣﺧﻠﺻﻭﻥ ﻳﻭﻟﺩﻭﻥ ﺭﺿﺎ ﺍﻟﻌﻣﻼء ﻋﻥ ﻁﺭﻳﻕ ﺍﻟﺗﻣﻳﺯ ﻓﻲ ﺍﻷﺩﺍء ﺍﻟﺫﻱ ﻳﺅﺩﻱ ﺇﻟﻰ
employees to give quality service to customer needs. Satisfied ﻟﺫﻟﻙ ﻫﻧﺎﻙ ﺍﺗﺻﺎﻝ ﻣﺑﺎﺷﺭ ﺑﻳﻥ ﺭﺿﺎ.ﺍﻟﻧﺟﺎﺡ ﺍﻟﺗﻧﻅﻳﻣﻲ ﻣﻣﺎ ﻳﺅﺩﻱ ﺇﻟﻰ ﺗﺣﺳﻳﻥ ﺍﻟﻧﺟﺎﺡ ﺍﻟﻣﺎﻟﻲ
employees generate customer satisfaction by excellence in
ﻗﺳﻡ ﺇﺩﺍﺭﺓ ﺍﻟﺟﻭﺩﺓ ﺍﻟﺷﺎﻣﻠﺔ
performance that leads to organizational success thus resulting in .ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺭﺿﺎ ﺍﻟﻌﻣﻼء
improved financial success. So there is a direct connection between ﻭﻣﻥ ﺍﻟﺿﺭﻭﺭﻱ. ﻭﻟﻛﻥ ﺃﻳﺿﺎ ﻳﺯﻳﺩ ﻣﻥ ﺟﻭﺩﺓ ﺍﻟﻌﻣﻝ،ﺭﺿﺎ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻟﻳﺱ ﻓﻘﻁ ﻳﻌﺯﺯ ﺍﻹﻧﺗﺎﺟﻳﺔ
employee satisfaction and customer satisfaction. ﻭﺍﻟﺭﻏﺑﺔ ﺟﻧﺑﺎ ﺇﻟﻰ ﺟﻧﺏ ﻣﻊ ﺍﻛﺗﺷﺎﻑ ﻛﻳﻑ، ﻭﺍﻟﺗﻔﻛﻳﺭ،ﻟﻠﻣﻧﻅﻣﺎﺕ ﺃﻥ ﺗﺩﺭﻙ ﻣﺎ ﻳﺷﻌﺭ ﺑﻪ ﺍﻟﻣﻭﻅﻔﻭﻥ
Employee satisfaction not only enhances the productivity, but also ﻭﻳﻣﻛﻥ، ﻭﻳﻣﻛﻥ ﺗﺣﺳﻳﻥ ﻧﺗﺎﺋﺞ ﺍﻟﺧﺩﻣﺔ، ﻣﻊ ﺯﻳﺎﺩﺓ ﺗﻔﺎﻧﻲ ﺍﻟﻣﻭﻅﻔﻳﻥ.ﻳﻣﻛﻥ ﺯﻳﺎﺩﺓ ﻗﻭﺓ ﺍﻟﻌﻣﻝ ﻭﺍﻻﻟﺗﺯﺍﻡ
increases the quality of work. It is necessary for an organizations to . ﻭﻳﻣﻛﻥ ﺗﻛﺛﻳﻑ ﺍﻻﻟﺗﺯﺍﻡ ﻭﻳﻣﻛﻥ ﺃﻥ ﺗﻧﺧﻔﺽ ﻣﻌﺩﻝ ﺍﻻﺳﺗﻧﺯﺍﻑ،ﺗﻌﺯﻳﺯ ﺍﻹﻧﺗﺎﺟﻳﺔ
perceive as to what employees feel, think, desire along with discovering
ﻓﻣﻥ ﻏﻳﺭ ﺍﻟﻣﺟﺩﻱ ﺩﻋﻡ ﻭﻻء.ﻫﻧﺎﻙ ﻋﻼﻗﺔ ﺍﻟﺳﺑﺏ ﻭﺍﻟﻧﺗﻳﺟﺔ ﺑﻳﻥ ﺭﺿﺎ ﺍﻟﻌﻣﻼء ﻭﺭﺿﺎ ﺍﻟﻣﻭﻅﻔﻳﻥ
how the workforce devotion and commitment can be increased. With
increasing employee devotion, service outcomes can be improved, ﺗﻌﺗﻣﺩ ﺧﺩﻣﺔ ﺍﻟﻌﻣﻼء ﻓﻲ ﺍﻟﻧﻬﺎﻳﺔ ﻋﻠﻰ ﺍﻟﻣﺟﺗﻣﻊ ﺍﻟﺫﻱ ﻳﻘﺩﻡ ﺗﻠﻙ.ﺍﻟﻌﻣﻼء ﺩﻭﻥ ﻭﻻء ﺍﻟﻣﻭﻅﻑ
productivity can be enhanced, commitment can get intensified and ﻳﻠﺯﻡ ﺗﻭﻓﻳﺭ ﻭﻻء ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺍﻟﻌﻣﻝ ﺍﻟﺗﻁﻭﻋﻲ ﺧﺎﺻﺔ ﻟﻠﻣﻭﻅﻔﻳﻥ ﺍﻟﺫﻳﻥ، ﻭﻓﻲ ﻫﺫﺍ ﺍﻟﺻﺩﺩ.ﺍﻟﺧﺩﻣﺔ
attrition rate can take a dip. . ﻭﻻ ﻳﻣﻛﻥ ﺇﻧﻔﺎﺫ ﺍﻟﻭﻻء ﻭﺍﻹﺧﻼﺹ ﻭﺍﻟﻌﻣﻝ ﺍﻟﺗﻁﻭﻋﻲ ﻋﻠﻰ ﺍﻟﻧﺎﺱ.ﻳﻌﻣﻠﻭﻥ ﻓﻲ ﺍﻟﺧﻁﻭﻁ ﺍﻷﻣﺎﻣﻳﺔ
There is a cause-and-effect relationship between the customer .ﻭﻳﻣﻛﻥ ﺃﻥ ﻳﺗﻡ ﺫﻟﻙ ﻓﻘﻁ ﻣﻥ ﺧﻼﻝ ﺗﻭﻓﻳﺭ ﻟﻬﻡ ﺑﻳﺋﺔ ﻋﻣﻝ ﻣﺷﺟﻌﺔ ﻭﻣﺭﺿﻳﺔ
satisfaction and employee satisfaction. It is unfeasible to uphold
customer loyalty without employee loyalty. Customer service eventually
depends on the community who provide that service. For that matter,
employee loyalty and volunteerism are required especially for those
employees who serve on front lines. Loyalty, devotion and volunteerism HR.16.1
cannot be enforced on people. It can only be done by providing them
encouraging and satisfying work environment. .ﻭﻳﺟﺭﻱ ﺍﺳﺗﻘﺻﺎء ﺭﺿﺎ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻣﺭﺓ ﻭﺍﺣﺩﺓ ﻋﻠﻰ ﺍﻷﻗﻝ ﻓﻲ ﺍﻟﺳﻧﺔ
HR.16.1 HR.16.2
A staff satisfaction survey is conducted at least once per year. .ﻳﺗﻡ ﺗﺟﻣﻳﻊ ﺍﻟﺑﻳﺎﻧﺎﺕ ﻭﺗﺣﻠﻳﻠﻬﺎ
HR.16.2
Data are aggregated and analyzed. HR.16.3
HR.16.3 .ﻭﺗﺗﺧﺫ ﺇﺟﺭﺍءﺍﺕ ﻟﻣﻌﺎﻟﺟﺔ ﻣﺟﺎﻻﺕ ﺍﻟﺗﺣﺳﻳﻥ
Actions are taken to address areas for improvement.
1438 ﺗﻡ ﺑﻌﻭﻥ ﷲ ﻓﻲ ﺗﻣﺎﻡ ﺍﻟﺳﺎﻋﺔ ﺍﻟﺳﺎﺩﺳﺔ ﻣﺳﺎءﺍ ﻣﻥ ﺍﻟﻳﻭﻡ ﺍﻟﻌﺎﺷﺭ ﻣﻥ ﺭﻣﺿﺎﻥ
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