Post on 20-Mar-2022
HCMEmployeeGuide
Introduction
ThemainobjectiveofthisguideistoincreasethetransparencyaroundthePoliciesandPracticesinourorganization,
facilitatingfairandjustapplication.Itaimstoeliminateselectivediscretionaryinterpretations.OrganizationalUnit
Leaders are therefore responsible for referring to this Employee Guide when dealing with Human Capital
Managementpoliciesorpractices.
Needless to say, this guide cannot answer all questions and it should not restrict the normal interaction and
discussion around policies and practices. It is not possible to anticipate all people’s potential circumstances or
situations;therefore,weencouragecontinuousinteractionsbetweentofacilitateahighemployees’engagement.
The information in this guide may change from time to time to reflect governmental legislation, market and
organizationalchanges.Anychangeswillbecommunicatedastheyhappen.
This guide was designed taking into account an employee’s cycle. Starting from the joining policies till leaving
Fakeeh,care.it’sin7sections:
§ Joining.
§ Workingconditions.
§ Pay&benefits.
§ Careermanagement.
§ Businesstravel.
§ Leaving.
§ Otherspoliciesthatdon’tfallunderanyoftheabovesections.
§ Accreditationpolicies.
Wherethereisanyvariance,theCompanywillalwayshonourfirsttheminimumrequirementsoftheSaudiLabor
Law,followedbythesignedemploymentcontractandfinallythisEmployeeGuide.
PoliciesmayonlybechangedormodifiedbytheGroupExecutiveDirect–HumanCapitalManagement.
Thisdocumentisstrictlyconfidentialandmeantforinternaluseonly.Itisnottobeprinted.Pleaseensurethatitis
keptthiswayatalltimes.
Sincerelyyours.
GroupExecutiveDirector–HumanCapitalManagement
SignaturePage
Titles&Acronyms
OrganizationalUnitLeader
(OUL)DivisionChief,DepartmentDirector,SectionHeadsandUnitManagers
DepartmentalDirector/
Chairperson Thehighestpositioninyourdepartment’schainofcommand
PresidentDirectReportSeniorMembersoftheOrganizationAdministrativestaffwhoreportdirectlyto
thePresident
HiringManager Thepersonwhohasavacancyandiseligibletodecideonhiring
ExpatEmployee AnyEmployeewithanationalityotherthanSaudi
Wafed ExpatEmployeewithaSaudimother,spouse,sonordaughter
Dependents Spouseandchildrenlessthan18yearsoldunlessstateddifferently
EOSB EndofServiceBenefits
ETA ExpatTicketAllowance
SCFHS SaudiCounselforHealthSpecialist
KAUST KingAbdullahUniversityofScienceandTechnology
KAEC KingAbdullahEconomicalCity
OrgChart Thedepartmentalorganizationchartthatexplainsitshierarchy
HCM HumanCapitalManagementDivision
BLS BasicLifeSupport
CMO ChiefMedicalOfficer
CNO ChiefNursingOfficer
COO ChiefOperationOfficer
IATA InternationalAirTransportAssociation
CCHI CouncilofCooperativeHealthInsurance
MoH MinistryofHealth
AJEER Governmentalinstitutethatlegalizeoutsourcingstaffprocess
EPMO EnterpriseProjectManagementOffice
GOSI GeneralOrganizationforSocialInsurance
WPS WageProtectionSystem
FCMS FakeehCollegeforMedicalScience
Index
EmploymentContract 4 Contracts/ServiceAgreement5 FixedDurationContract 6
Non-MedicalTrainingContract7 InternshipTraining 8 LocumAgreement 9
ExternalPhysiciansAgreement10 ResidentinTraining 11 Non-MedicalPart-time 12
TaskBoundedContracts 13 RecruitmentPrinciples 14 InternalJobPosting 15
ExternalRecruiting 16 InternationalExpatsHiring 17 VisitingCandidatesManagement18
Onboarding 20 ProbationaryPeriod 21 Re-Hiring 22
OutsourcedEmployees 23 WorkingHours 24 RamdanWorkingHours 25
ExcuseManagement 26 TimeManagement 28 ExtraHoursWorked29
Overtime/Timeback 31 PublicHoliday 32 AnnualLeaveEntitlement 33
SickLeave 34 MaternityLeave 35 AcademicExaminationLeave36
HajLeave 37 CompassionateLeave 38 CompassionateSupport 39
UnpaidLeave 40 RemunerationApproach 41 CompensationStructure 42
GradingStructure 43 ActualWage 44 BasicSalary 45
HousingAllowance 46 TransportationAllowance 47 TheFunctionalAllowance 48
RoleBasedAllowance 50 ExpatTicketAllowance 51 KAUST/KAECTreatment 52
CareUsagetoconductBusiness54 OlympiaMembership 55 CompanySupportedMobile56
MedicalInsurance 57 MedicalServicesDiscount 58 Life&DisabilityInsurance 60
MalpracticeInsurance 61 GOSI 62 ExpatLevy 63
PayAdvance 64 JobDescriptions 65 JobEvaluation 66
Transfer 67 InternalMobilityProgram 68 Promotions 69
EducationalAchievements70 Parking 71 BusinessTravelPrinciples72
BusinessTravelClass 73 BusinessTripPerDiem 74 GuestEntertainment 75
PerformanceManagement 76 SettingGoals 77 Mid-YearReview 78
YearEndAppraisal 79 PerformanceAppraisalScale 80 PerformanceRecoveryPlans 81
AppraisalGrievanceProcess 82 Training&Development 83 ScientificTraining84
NoticePeriod 85 EndofServiceBenefits 86 Indemnity 87
EndofEmploymentRelations88 MutualAgreement 89 ExpiryoftheContractDuration90
ClosingtheCompany’sActivity91 DecisionbytheGovernment92 Resignation93
Retirement94 Dismissal95 Death 96
Sickness 97 FullDisability 98 Redundancy 99
Company’sDiscretion100 Offboarding 101 SponsorshipManagement 102
ExpatsVisaManagement 103 GeneralGovernmentFee 104 RepatriatingofExpatEmployees105
EmployeesAssistantProgram106IndividualGovernmentActivities107 Grievance&ComplaintsProcess108
Harassment&Bullying110EmploymentofRelative111 DressCode 113
DisciplinaryAction 115 TableofPenalties 121 AccreditationPolicies 122
EmploymentContracts
TheRecruitmentDepartmentpreparestheemploymentofferbasedontheRemunerationpolicy.Ifneeded,the
RecruitmentDepartmentdiscussesitwiththeHiringManagerandcommunicatestheoffertotheselected
Candidate.
Candidatesshouldreview,discussandsigntheoffer/contractpriortotheirdateofjoining.Alloffers/contractsare
duallysignedbyoneoftheCompany’sapprovedsignatoriesandtheCandidate.
TheCompanyapprovedsignatoriesare:
§ ThePresident
§ HumanCapitalManagement-ExecutiveDirector
§ HumanCapitalManagement-OperationsDirector
§ HumanCapitalManagement-OrganizationalDevelopmentDirector
TheTermsandConditionsoftheoffer/contractmaychangebasedonLaborLawchangesandbusinessneeds.The
Companywillgiveemployeesafairnoticeofanychangewithanexplanationofhowthechangewillaffectthem.
Thiswillbeagreedinwritingasanaddendumtotheoriginalcontract.
JoiningPolicies Page4
Contracts/ServiceAgreementsTypes
Therearedifferenttypesofcontractualagreements(contracts).Thesecontractsaredesignedtoaddressthe
demandingandcomplexbusinessneedsandareinlinewiththeLaborLawregulations:
§ FixedDurationContract
§ Non-MedicalTrainingandQualificationContract
§ PartTimeContract
§ TaskBoundedContract
§ LocumServiceAgreement
§ ExternalAffiliateServiceAgreement
§ ResidentinTraining
Changingcontracttypemayrequireconclusionofthecurrentcontractanditsentitlements,andinitiatinganew
contract.
JoiningPolicies Page5
FixedDurationContract
Allfulltimeemployeeshavea1-yearfixeddurationemploymentcontract.Renewableforsimilardurations.
However,thefollowingshouldbenoted:
§ Inspecialcircumstancesandlimitedcases,withstrongLineManagementjustification,andapprovalbythe
DepartmentalDirector/Chairpersonitcouldbeextendedforamaximumof3monthsandnotthefull
duration.
§ ForSaudifulltimeemployeesonly,thedurationmaybecomeindefinitetermin2cases:
- TheEmployeehasservedforfouryearsormorecontinuously.
- Ifthecontractisrenewed3timesinadditiontotheoriginalterm.
- 60days’noticeisrequiredfrombothpartiesregardlessofthelevel.
-
§ ContractterminationshouldbesubmittedwithinthepropernoticeperiodasmentionedintheNoticePeriod
section.TheEmployeemustgiveandrespectthenoticeperiodanddeliverathoroughhandover.
§ Ifthecompanyterminatesthecontract,atitsowndiscretion,anindemnityofone-monthwagesalarywillbe
paidtotheEmployee.
§ Regardlessofthereason,iftheExpatEmployeeinitiatesterminationofthecontractwithinthefirstyear,the
followingindemnityshouldbepaidbytheEmployeewhethertheEmployeewashiredlocallyor
internationally:
- Executive/ConsultantLevels: SR10,000
- OtherLevels: SR5,000
- Wafed: Notapplicable
JoiningPolicies Page6
Non-MedicalTraining&QualificationContract
ThistypeofcontractistoaddressthegrowingbusinessneedsofattractingdevelopingyoungSauditalent.It
coversallbusinessfunctionsexcepttheMedicalone.
§ ThiscontractcommitstheCompanytotrainandqualifyapersonforaspecificprofession.
§ Thecontractshouldindicate:
- Theprofessionforwhichthetrainingiscontracted.
- ThedurationoftrainingandsuccessivestageswhereeachstagerequiresaOULappraisal.
- Thetrainingawardofthiscontracttobepaidtothetraineeineachstage.
§ TerminatingtheTrainingcontract:
- Companyinitiated: Two-weeknotice.TheCompanymayonlyterminatethetrainingor
qualificationcontractifthetraineeisnotamenabletoorisincapableofcompletingthetrainingprogram
- Traineeinitiated:One-monthaward
§ ThetrainingandqualificationcontractshallbesubjecttoLaborLawprovisionson:
- Publicholidays: Eligible
- Annualleave: Eligible
- EOSB: Noteligible
§ TheCompanymayofferthetraineeafull-timepositionuponsuccessfulcompletionofthetrainingperiodif
thetraineecompletes:
- Minimumoneyear
- Doublethetrainingperiodduration,whicheverislonger.
§ IftheCompanydecidestohirethetrainee,afixeddurationemploymentcontractwillbesignedwitha
separatehiringdatenotlinkedtothedateofstartingthetraining.
JoiningPolicies Page7
Internship/VocationalTraining
Fakeeh.careisfullycommittedtothecontributionanddevelopmentofyoungSaudis.Underthisprogramwewill
supportinternshipandvocationaltrainingthatprovidesgrowthandlearningopportunitiestoundergraduate
studentsstudyingforaDiploma,Bachelor’sDegreeorduringsummer.
Thisprogramwillcombinepracticalworkwithstructuredlearningexperiences.Itpresentsanopportunityforthe
companytomakeuseofInternsandVocationalTraineestohelpinworkanddepartmentalprojects.
Interncandidatesshouldbe:
§ OnlySaudi(fromanotherinstitute).
§ FakeehCollegeGraduate.
§ Aged20–30.
§ EnrolledinaUniversity,orequivalenttertiaryinstitution.
§ Durationwillbeminimumonemonthandmaximumsixmonths.
§ Minimumof40hoursweeklyshouldbecovered.
JoiningPolicies Page8
Locum/FrequentLocumServiceAgreement
§ AppliestophysiciansthatareappointedandareexpectedtobeworkingatFakeeh.careforaspecificperiodof
time.
§ FeeismutuallyagreedontheLocumserviceagreement.
§ Otherthanthefee,andwhatisincludedintheserviceagreement,therearenofurtherentitlements.
JoiningPolicies Page9
ExternalAffiliatePhysicians/Part-timePhysiciansServiceAgreement
§ Appliestoexternalphysiciansthataregovernedbyaserviceagreement.Thosephysiciansarenotaformal
employeesofFakeeh.care.
§ Feeismutuallyagreedontheserviceagreement.
§ Otherthanthefee,andwhatisincludedintheserviceagreement,therearenofurtherentitlements.
JoiningPolicies Page10
ResidentinTraining
§ ResidentsorfellowsthatjoinFakeeh.careundertheSaudiCouncilforHealthSpecialty(SCFHS)
residency/fellowshipprograms.
§ EntitledonlyforoneofthetwoEidpublicholidays.
§ Entitledforannualleaveequalto20workingdays.
§ Leavebalancecannotbecarriedovertonextyear.
§ Ifthecontractisterminated,noencashmentwillbeapplicablewithvalidjustification.
§ ResidentsinTrainingmaybeeligiblealeaveduetomaternity,sicknessandexceptionalleaveupto64working
daysduringtheentiretrainingperiod,subjecttoapre-approvalbytheProgramDirector.
§ MedicalinsuranceprovidedtoSaudiandSpecialWafedtraineesonly.
§ SaudiCouncilforHealthSpecialty(SCFHS)residency/fellowshipprogramsregulationsapplyforthiscontract.
§ Otherthanthemonthlyreward,nofurtherentitlements.
§ IftheCompanydecidestohirethetrainee,afixeddurationemploymentcontractwillbesignedwithseparate
hiringdatenotlinkedtothedateofstartingthetraining.
JoiningPolicies Page11
Non-MedicalPart-timeContracts
TheLaborLawdefinespart-timeworkaslessthanhalftheCompany’susualdailyworkinghoursworked.
§ WhethertheEmployeeworksonadailybasisoroncertaindaysoftheweek.
§ ThePart-timecontractshallbesubjecttoLaborLawprovisionson:
- Publicholidays: Noteligible
- Annualleave: Noteligible
- Overtime: Noteligible
- EOSB: Noteligible
JoiningPolicies Page12
TaskBoundedContracts
TheCompanyunderthiscontracttypecansignanagreementwithanEmployeetocompleteaspecifictask.The
contractcanbetimedorcanendbycompletingtheagreedtask.
§ SaudisorExpatscanbehiredunderthiscontract.
§ ExpatsmustbeunderthesponsorshipofFakeeh.care.
§ TheTaskBoundedcontractshallbesubjecttoLaborLawprovisionson:
- Publicholidays: Noteligible
- AnnualLeave: Noteligible
- Overtime: Noteligible
JoiningPolicies Page13
RecruitmentPrinciples
Fakeeh.careoperatesonanequalopportunitybasis.Hiredcandidatesmustgothroughthesameselectionprocess
withoutprejudiceorfavoritism.Iftheselectionprocessyieldsequallyqualifiedcandidates,preferencewillbe
giventoSaudinationals,asmandatedbygovernmentregulations.
Belowaresomeguidelinesforaneffectiveselectionprocess:
§ RecruitmentshouldbeagainstvacantpositionsontheapprovedOrgChart.
§ AJobDescriptionmustbedrawnupforeachposition.
§ ForMedical,ClinicalandNursingjobs,DataFlow/Primarysourceverificationismandatoryforeducational,
experiencecertificatesandreferencespriortohiring.
§ Nocandidatescanstartwithoutasignedoffer/contractandcompleteOnboardingdocumentation.
§ LocallyhiredexpatriatescannotstartwithoutacompleteSponsorshiptransferprocess.
§ Minimumageis18yearsasofthejoiningdate.
§ HighSchoolcertificationistheminimumrequirementforacceptance.
JoiningPolicies Page14
InternalJobPosting
Asrequired,vacanciesarepostedinternallytoallemployees.Prioritywillbegiventoanyinternalapplicantswho
meetthejobrequirements.TheCompanyencouragespromotionfromwithin.Therefore:
§ Afteraminimumofoneyear in thecurrentposition,employeesareentitled toapply for internalvacancies
wheretheirskillsandexperiencematchtherolethatisbeingadvertised.
§ OULsmustsupportthedevelopmentoftheiremployeesbyencouragingandenablingsuchinternalapplications
andmoves.Inprinciple,criteriaforpromotionmustbemet.
Shouldaninternalapplicantbesuccessfullyselected,atransitionperiodistobeagreedbetweenthecurrentOUL
andthefutureone.
ConditionsforInternalHire:
§ Alignment,notapproval,fromcurrentOULtoapplyforthepostedvacancy.Applicantsarestronglyencouraged
todiscussworkinterests,careerprogression,challengesandindividualdevelopmentwiththeOUL.
§ Theapplicant:
- Musthavecompletedoneyearinthecurrentrole.
- Meetsthejobrequirements.
- HasaperformanceratingofGoodorabove.
§ Internal applicantswill benotifiedbyHCMRecruitmentTeamandadvisedof theoutcomeof the selection
process.
§ Ifanapplicantisselectedtointerviewforaposition,theapplicantmustnotifyhis/hercurrentOULbeforethe
interviewtakesplaceandconfirmthisdiscussiontotheHCMRecruitmentTeam.
JoiningPolicies Page15
ExternalRecruitment
Whenavacancyarises,theHCMandHiringManagershouldcoordinateanddevelopthejobdescriptionandsend
therequesttotheRecruitmentDepartmentwhichneedstoreviewandadvisetheHiringManagertoupdateand
editthejobdescriptiontoreflecttheactualneed.
IntheeventthatavacancycannotbesuccessfullyfilledbyaninternalCandidate,theRecruitmentDepartment
initiatesanexternalsearchandworkscloselywiththeHiringManagertoplacetherightCandidate.
ToensuretheappointmentoftherightpeoplewithintheCompanythefollowingmustbeapplied:
§ ApplicationFormmustbefilled.
§ Nointervieworappointmentshouldbeinitiatedwithoutfullalignmentandinvolvementofamemberofthe
RecruitmentDepartment.
§ ApplicantsmustbeinterviewedbytheHiringManagerandtheOULoftheHiringManager.
§ AreferencecheckismandatoryforDirectorlevelandabove.Atleasttworeferencechecksarerequired.
§ TheCandidateshouldmeettherequirementsoftherole.
§ OULsmustobjectivelyassesstheirapplicantsandeducatethecandidatesontheopportunities,challenges,
workingconditions,workinghoursetc.
§ Medical/Clinical/NursingapplicantsshouldsubmitvalidSCFHSregistration,accreditationandBLS,if
applicable.
JoiningPolicies Page16
InternationalExpatsHiredfromOutsideSaudiArabia
ThispolicyappliestonewlyhiredExpatriatescomingtoworkfortheCompanyfromoutsideSaudiArabia.
DataflowVerification:
AsperSaudiCommissionforHealthSpecialties(SCFHS),Medical/Clinical/Nursingapplicantsshouldapplyforthe
DataflowasprimarysourceverificationpriortoemploymentandacopymustbesenttotheRecruitment
Department.
Ticket:
§ Onewaytotheassigneddestination(classisbasedongrade).
§ Forselfandfamily(spouseplus2childrenbelow18yearsoldiftheEmployeeiseligiblebasedonthe
Employeegrade.
TemporaryAccommodation
TheCompanywillaccommodatethenewEmployeeinoneofourfacilitiesuntiltheprobationaryperiodis
successfullycompleted.ThentheEmployeewillreceivetheHousingAllowanceforninemonthsinadvanceif
eligibleforhousingallowanceasperthegradingbenefits.
RelocationAllowance:
§ SAR8,000forthosewhodonothaveaprovidedaccommodation.
§ ThisAllowanceistobepaiduponEmployeejoining.
§ ThisAllowanceistocovertherelocationofpersonalbelongings,food,transportation,furnitureandanyother
expensesincurredduringtheinitialperiod.
§ ThisallowanceisalsoapplicablefortransferswithinFakeeh.carefromDubaitoJeddahorviceversa.
§ TheRelocationAllowancepaidtotheEmployeewillbeapportionedover24months.
§ ShouldtheEmployeedecidetoresign;theCompanywillclaimtheremainingamount.
§ ShouldtheCompanydecidetoterminatetheEmployee’scontract,norefundwillberequired.
JoiningPolicies Page17
VisitingCandidatesManagement
Itmayberequiredduringtheinterviewprocesstoinvitecandidateswhoarelocatedoutsideourworklocations
forfacetofaceinterviews.Thiscouldhappenforregionalorinternationalcandidates.
§ TheinvitationshouldtakeintoaccountthecriticalityandseniorityoftheroletheCandidateisbeing
interviewedfor.
§ TheRecruitmentDepartmentshouldhandletheCandidate’stravelarrangements(i.e.flightticketsbasedon
theclassofthegradetheCandidateisbeinginterviewedfor,hotel,transportationsetc.).
§ Forcandidatesstayingovernight,thehotelaccommodationwillincludeareasonableamounttocovermeals,
laundry,incidentalexpensesetc.).
JoiningPolicies Page18
Onboarding
OnboardingnewemployeesisacrucialpartofintegratingthemsuccessfullyintoFakeeh.care.Itminimizesthe
timetakenforthenewemployeetobecomeaproductivememberoftheCompany,theprocesscovers:
§ Completedfiles.
§ Readinessoftools,equipmentandmeansforproductivityfromdayone.
§ Inductionprogram.
TorunaneffectiveOnboarding,wearedifferentiatingourapproachbetweenlocallyhiredandinternationally
hiredemployees.
LocallyHiredEmployees
§ Pre-joining:
- Receiverequireddocuments.
- Medicalcheck-up.
§ Onjoiningday:
- Completefiledocumentation.
- Signandreceivejobdescription.
- ReceiveFakeeh.careID.
- Receivemedicalinsurancecards.
- HCMorientation.
- MeettheOUL.
- NewEmployeewillbescheduledforhospitalorientationprogram.
ExternallyHiredEmployees
§ Pre-joining:
- Receivedocumentsrequired.
- Candidatewillreceiveaone-waytickettoworklocation.
- Arrangeforaccommodation.
§ Firsttimearrivaltoworklocation:
- AFakeeh.carerepresentativewillmeettheCandidateattheAirport.Therepresentativeatthemeeting
pointwillgivethearrivingemployee:
- AWelcomeKitthatincludesawelcomingletterwithorientationguidelines.
- AWelcomeAllowanceof500SAR.Thisallowanceistocoverincidentalsduringtheinitialperiodforthose
relocatingfromoutsideJeddah.
§ Onjoiningday:
- Medicalcheck-up.
- Completefiledocumentation.
- Signandreceivejobdescription.
- GovernmentRelationsteamwillstarttheIqamaissuanceprocess.
- EmployeeRelationsteamwillmedicallycoverthestaffinthesystemuntiltheInsurancecardisprinted.
- ReceiveFakeeh.careID.
- HCMorientation.
- MeettheOUL.
- Newemployeewillbescheduledforhospitalorientationprogram.
Note:Wewillideallychannelournewhireintake,wherepossible,tothefirstandthirdSundayofeachmonth.
ThisstreamliningwillensurethatnewhiresareeffectivelymanagedduringtheirfirstdaywithFakeeh.carewhere
theycancompletetheirOnboardingdocumentationsandattendtheGeneralOrientationprogramasagroup.
JoiningPolicies Page20
ProbationaryPeriod
§ Allnewemployeesshallundergoaninitial90-dayprobationaryperiod,whichcanbeextendedtoanadditional
90dayswithawrittennotificationtotheEmployee.Thetotalperiodcannotexceed180days.
§ Bothpartieshavetherighttoterminatethecontractduringtheprobationaryperiod.
§ TerminationbytheCompanyduringtheprobationaryperioddoesnotentailEOSBoranyotherindemnity.
§ Employee’sleavesandpublicholidaysdonotformpartoftheprobationaryperiod.
§ OULs are responsible for managing the performance of their employees on probation in order to identify
acceptablelevelsofperformance.TheconcernedOULshallconductanobjectiveassessmentoftheEmployee
priortheendoftheprobationaryperiod.
§ IftheperformanceofthenewEmployeeissatisfactoryduringtheprobationperiod,employmentwill
continue.Intheeventthattheperformanceisnotsatisfactory,theemploymentcontractcanbeterminated,
inwhichcaseOULsmustjustifyterminationduringtheprobationaryperiod.
§ Regardlessofthereason,iftheExpatEmployeeinitiatesterminationofthecontractwithintheprobationary
period,thefollowingindemnityshouldbepaidbytheEmployeewhethertheEmployeewashiredlocallyor
internationally:
- Executive/ConsultantLevels:SR10,000
- OtherLevels: SR5,000
AsaHospitalgroup,weareheavilyregulated,andregulationmandatesthatallemployeesregardlessoftheir
functionandlevelmustattendtheGeneralInductionsession.Theprobationaryperiodwillnotbeconsidered
confirmedbeforeattendingthissessionduringthefirst90days.Notattendingwillresultinautomatictermination.
JoiningPolicies Page21
Re-Hiring
Are-hireofformeremployeesisnotencouragedastalentedemployeesshouldnothavelefttheCompanyinthe
firstplace.
Aminimumgapof6-monthsbetweenlastworkingdayandtheexpecteddateofhiringaformerEmployeeis
required.Are-hiredCandidatemustmeetthefollowingcriteria:
- He/sheresignedvoluntarily
- He/shehadaperformanceevaluationofGoodoraboveoratleastcompletedsuccessfullythe
probationaryperiod
§ Candidateswhoacceptedajobofferbutdidnotshowupontheirfirstdaywon’tbeconsideredforrehire.
§ Re-hiredemployeeswillundergothehiringandon-boardingprocesses.
§ Serviceofre-hiredemployeescountsasnewserviceandpreviousservicewillnotbedeemedcontinuous.
§ Compensation
- Ifre-hiredforajobatthesamegradeasthepreviousjob,thesamesalaryasthepreviousjobwillapply.
- Ifre-hiredtofillahighergradedjob,thesalaryofthenewgradewillapply.
Note:
§ Physiciansareexemptedprovidedtheyarere-hiredonadifferentcontracttype(e.g.fromFulltimetoLocum,
fromFrequentLocumtoExternalAffiliateetc.).
§ ForPhysicians,EmployeeIDwillremainasistomaintainrelatedhistory.
JoiningPolicies Page22
OutsourcedEmployees
§ Tomanagespecialassignmentsandtoaddressbusinessneeds,theCompanymayopttocontractpersonnel
fromthird-partyorganizations.
§ Externallycontractedemployees,the“Outsourced”,willbegovernedbytheCompany’spolicies.Theywillbe
subjecttothesamehiringprocessandperformancemanagement.
§ HiringOutsourcedemployeesmustgothroughtheRecruitmentTeamandonlyagainstapprovedOrgCharts.
§ DepartmentalDirector/Chairpersons,inconjunctionwithHCM,needtoevaluateonaregularbasisthe
possibilityofOutsourcedutilization.
§ AJEERnoticeshouldbeprovidedfromtheOutsourcedprovider.
JoiningPolicies Page23
WorkingHours
§ Thesystemisbasedon45workinghoursperweekincludingdaily30minutesofbreaks.Thesystemtakesinto
accountthebusinessneedanddiversification,asatanypointintime,Patientexperiencemustnotbeaffected
negatively.
§ EachEmployeeshouldhaveapre-assignedscheduledefinedintheelectronicattendancesystem.Otherwise,
thesystemreadsabsenteeism.
AdministrativeFunctions
§ Definedas: FunctionsthatarenotdirectlyinvolvedwithPatientsandCustomerInterface
(i.e.Finance,HCM,Marketing,Legal,InternalAudit,IT,EPMO,Qualityandother
SupportTeamswithintheMedical,ClinicalandNursingDivisions).
§ Workinghours: ScheduletobedesignatedbytherespectiveOULasperthebusinessneeds.
§ Employeeshavetoperform45hoursperweekincludingadailybreakmaximum30-minutes.
- OULshoulddecidethebreaktimeforhis/herteambutshouldstartmaximumafter5-hours
fromtheduty.
Outpatient/Inpatient
§ Definedas: Clinics,ER,InPatientWards,Labs,Pharmacies,Receptions,Admission&
DischargeOfficesandanySupportTeamthathavedirectinterfacewithPatientsand
customers.
§ Workinghours: ScheduletobedesignatedbytherespectiveOULasperthebusinessneeds.
§ Employeeshavetoperform45hoursperweek.
§ DefineddepartmentalshiftsforOutpatient/Inpatientshouldbeauthorizedbytheheadwithlimitationof
numberofshifts.
WorkingConditions Page24
RamadanWorkingHours
DuringRamadan,Muslimemployeesarerequiredtowork30hoursperweek.Otherswork45hoursperweek.
AdministrativeFunctions:
§ Definedas: FunctionsthatarenotdirectlyinvolvedwithPatientsandCustomerInterface
(i.e.Finance,HCM,Marketing,Legal,InternalAudit,IT,EPMO,Qualityandother
SupportTeamswithintheMedical,ClinicalandNursingDivisions).
§ Workinghours: ScheduletobedesignatedbytherespectiveOULasperthebusinessneeds.
§ Employeeshavetoperform30hoursperweek
Outpatient/Inpatient:
§ Definedas: Clinics,ER,InpatientWards,Labs,Pharmacies,Receptions,Admission&Discharge
OfficesandanySupportTeamthathavedirectinterfacewithPatientsandCustomers.
§ Workinghours: ScheduletobedesignatedbytherespectiveOULasperthebusinessneeds.
§ Employeeshavetoperform30hoursperweek
WorkingConditions Page25
ExcuseManagement
AnEmployeemayfindhim/herselfinneedtocomelatetoworkorleaveearly.Theseneedscouldberelatedto
attendinggovernmentalentities,banks,Embassies,schoolsetc.
§ Excusesarenotentitlement.
§ 12excusesperyearwhereanEmployeecannotusemorethan2permonth.OULpre-approvalisrequired.
§ Excusesshouldnotexceed4hoursperday.Ifexceeded,itshouldbeconsideredasleave.
§ FulldayabsenceisnotconsideredasanexcuseandcanbetreatedasaleavedaywhichrequiresOULpre-
approval.
§ Toreflectsalarydeductionsoneachmonthpayroll,thereviewwillbeonamonthlycalendarcycle(i.e.1stto
30thofeachmonth)reflectedinthenextmonthpayroll,whichcloseson12thofeachmonth.
§ DepartmentalDirector/Chairpersonsareresponsiblefortheattendanceofemployeesintheirrespective
functionwherealterationstoworkingschedules,recoveryrefunds,approvedexcusesmustbereviewedand
signedbythemonamonthlybasis.
§ KeyUsersareresponsibleformaintainingthesedocumentations.
WorkingConditions Page26
TimeAttendanceManagementAccountability
Tomanagethedepartmentworkinghourseffectively,belowisthedefinitionofeach:
§ DepartmentalKeyUser
- IdeallytheDepartmentHeadAdminAssistant.
- RegisterdepartmentscheduleinthesystemincludingnewEmployees.
- Maintainanychangesinthepre-definedscheduleaftertheOUL’sapproval.
- EscalatetechnicalissuesdirectlytoIT.
- RegistermissedhandpunchinthesystemuponOULapproval.
- Registerapprovedexcuses,exempted,specialneedsetc.
- ExtractmonthlyattendancedeductionreportforOULreviewandDepartmentalDirector/Chairperson
approval.
- GeneratewarninglettersduetotardinessbasedonsystemnotificationtobesignedbytheDepartmental
Director/ChairpersonandforwardtoHCMforfilling.
- MaintainingdocumentationandsubmittingmonthlytoHCMforregularreviewandvalidation(Internal
Audituponrequest).
§ OUL
- Accountableandanswerableforhis/herteamworkinghours,excuses,absences,leaves,returnbacketc.
- Reviewsthefinalmonthlyattendancedeductionreport.
§ DepartmentalDirector/Chairperson
- Accountablefortheoverallprocessgovernance.
- He/sheshouldholdOULsinhis/herdepartmentaccountablefortheirownteamsintermsofworking
hours,excuses,absence,leaves,returnbacketc.
- Approvethefinalmonthlyattendancedeductionreport.
- Signwarninglettersfortardiness.
§ PayrollDepartment
- Runthe1stdraftoftheattendancereportonthe5thofeachmonthforOULs’review(approval)and
DepartmentalDirector/Chairpersonapproval(endorsement)andreflectadjustments,ifany,before12th
ofeachmonth.
- Runthefinaldraftoftheattendancereportonthe15thofeachmonthandposttothepayroll.
§ EmployeeRelations
- Issuewarninglettersbasedonsystemnotificationforcasesof10continuousdays’absenceor20
separateddaysduringthecontractualperiod.
- Issueterminationlettersbasedonsystemnotificationforcasesofmorethan15continuesdays’absence
or30separateddaysduringthecontractualperiod.
Note:
§ Employeeswithoutanassignedschedulewillbeconsideredoutofpayroll.
§ ThereisnoTimeAttendancerefundaftermonthlypayrolldeduction.
§ Allemployeesshouldcompletetheworkingdaysandhoursinthesamemonth.Shiftingthehourstothenext
monthisnotallowed.
§ Closethetimeattendanceoncethedeductionisuploadedinthepayroll.
§ ApprovedexcusesshouldmatchtheTimebackandOvertimerecords.
§ Timebackduringthemonthwon’trequireanyrequest(fromHCM).Itshouldbealignedandagreedwiththe
OUL(systemshoulddocument,calculateaccurateentitlementtimebackhours).
§ Timebackoutofthemonthwillbetreatedonlyafterthe25thofthenextmonth.
Hand-PunchExemptions:
E1gradedEmployeesareexemptedfromtheHand-Punchsystem.
WorkingConditions Page28
ExtraHoursWorked
ItistheaimofFakeeh.caretocreateawork-lifebalancedlifestylefortheemployeeswhereinanidealscenariothe
Employeeshouldworkninehoursonly.However,businessneedsmaycompeltheCompanytoaskEmployeesto
workextrahours.
Theextrahoursworkedcanberedeemedin2ways:
§ Overtime: cashredemptionofextraworkedhours.
§ Timeback: timeoffredemptionofextraworkedhours.
WorkingConditions Page29
Overtime/Timeback
Overtime/TimebackeligibilityismostlybasedonthefunctionsthathavedirectinteractionswithPatients.
Overtime/Timebackisnotmeanttocovertimeemployeesspendtocompletetheirjobs.Employeesarerequired
tousetheirtimeeffectivelytomanagetheirworkduties.
OrganizationalUnitLeader(OUL)
§ Noteligibleregardlessoffunction,becauseoftheirresponsibilitiesandscope.
§ ExceptiononlywhenrequiredtoworkduringPublicHolidaysandweekends.ThisrequiresaDepartmental
Director/Chairpersonpre-approval.
AdministrativeFunctions
§ Noteligible.
§ ExceptthefollowingareasthathavedirectPatientInteractions:
- Reception
- Discharge
- InsuranceApproval
- CallCentre
- Security
- TransportationTeam
§ MonthlyOvertime/Timebackhours:cannotexceed60hours.
OtherFunctions(Medical,Clinical&Nursing)
§ Eligible.
§ Monthlyovertimehours:Open.
ApprovalManagement
§ Overtimeshouldcorrespondwithattendance.
- Someonewhohasworkedlessthan198hourspermonthcannotapplyforOvertime/Timeback.
§ OULandDepartmentalDirector/ChairpersonapprovalisrequiredtoprocesstheOvertime/Timeback
payment.
§ OULsmustseekDepartmentalDirector/Chairpersonpre-approvalforOvertime/TimebackduringPublic
Holidays.
§ Paymentwillbeprocessedbetween1stto15thofeachmonthandcovers1stto30thofthepreviousmonth.
§ Backdatedsubmissionswillnotbeentertained.
OvertimeCalculationmethodology
Extrahoursworked×1.7BasicSalary.
TimebackCalculationmethodology
§ Extrahoursworked×1.
§ Maximumhoursare90hoursandthereforenohourswillbeaddedover90hours.
UtilizationManagement
§ Overtimeissettledonamonthlybasis.
§ Timebackcanbe:
- Carried-over.
- Joinedwithannualvacation.
- SettledascashwithEOSBiftheemploymentrelationshipisconcludedandabalanceremains.
WorkingConditions Page31
PublicHolidays
TherearethreepublicholidaysinSaudiArabia.TheCompanywillannouncetheexactdatesaccordingtothe
officialcalendar.
Holiday NumberofCalendarDays
EidAlFitr 4
EidAlAdha 4
SaudiNationalDay(23Sep) 1
§ PublicHolidaysdonotinclude:
- Annualleave.
- Weekends:
o InthecaseofEid.Onedayoftheweekend(i.e.Friday)willnotbecountedtowardthe4days.
o In the case of National Day.Will be compensated by another day if falling on any of the two
weekenddays.
- Compassionateleaves.
WorkingConditions Page32
AnnualLeaveEntitlement
§ AllEmployeesareentitledto22workingdayspercalendaryear
§ Annualleavedoesnotinclude:
- Publicholidays
- Weekends/DaysOff(i.e.2days)
- Compassionateleaves
§ Annualleavesareaccruedonacalendaryearbasisfrom1Januaryto31December.
§ Employeesjoiningduringtheyearwillhavetheirleavescreditedonapro-ratedbasisto31December.
§ Employeescanavailtheirannualleaveentitlementwhentheysuccessfullycompletetheirprobationperiodwith
OULpre-approval.
§ IntheeventofEmployeeresignationortermination,vacationbalancewillbecashedandpaidwiththeEOSB
settlement.
§ OULs are responsible for planning their employees’ annual leave and all employees should avail their
entitlementduringtheyearwithoutcarry-over.
§ OULs may reschedule the vacation due to business needs, provided the Employee is given a reasonable
justification and notice. If a vacation request has already been submitted in Oracle, notification of the
reschedulingorcancellationofvacationdaysmustbeforwardedtotheHCMDivision.
§ Leavecanbecarried-overonlyuptotwoyears(i.e.cannotexceed44WorkingDays).
§ Anyextrabalanceremainingwillbeautomaticallyencashed.
§ Theencashmentwillbebasedon:
- TheBasicSalary
- TheFunctionalAllowanceonly
§ Submissionofbackdatedleaveforthepreviousmonthcanonlybesubmitteduptothe15thofthefollowing
month.
§ EarlyorlatearrivalfromvacationshouldhaveapprovalfromtheOUL.
WorkingConditions Page33
SickLeave
Contrarytothemisunderstandingofmany,sickleaveisactuallynotanentitlement.Itisaleavethatcanonlybe
takenwhenanEmployeeisgenuinelysickandcannotperformhis/herjobduties.
§ SickleavemustbeeithergivenbyaFakeeh.carePhysicianorbyFakeeh.careStaffHealthClinic
§ SickleavegivenbyanoutsidePhysicianmustbevalidatedbyFakeeh.careStaffClinic
§ Sickleaveduetocosmetic,electiveandpre-pregnancytreatment(i.e.fertilitytreatmentforFemale
employees)arenotconsideredsickleave.
§ Fakeorfabricatedsickleavesmayleadtodisciplinaryaction.
§ SalaryduringsickleaveishandledaspertheSaudiLaborLaw.
RamadanWorkingHours Page34
Withinafullyearfromthefirstsickleave,eithercontinuousordiscreteoccurrence:
Thefirst30days Fullwage
Following60days 75%ofthewage
- Following30days
- However,ifsicknessisduetopregnancy,thenitis
extendedbyanadditional60daysonly
Withoutpay
MaternityLeave
AworkingFemaleisentitledtoMaternityleaveasfollows:
#ofCalendarDays Payment Type Restrictions
MaternityLeave 70 Full Mandatory
Employeecanaskforthe
Maternityleavetostart
maximum28calendar
daysbeforetheexpected
deliverydate
Extension 30 Unpaid Optional -
InfantBornwith
SpecialNeeds30 Paid Situational
Andcanbeextendedfor
another30unpaid
calendardays
FeedingBreaks 1hourperday Paid Mandatory Withinnormalhours
§ Attendingworkinthefirst6weeksafterdeliveryisnotpermissible,asitcouldhavemedicalimplications,
unlessmedicalreportisprovided.
§ Aspecialneedsinfantisdefinedasanilldeliveredinfant,whoneedscontinuousassistanceandaccompaniment.
§ FemaleemployeescanalsoutilizeannualleaveinconjunctionwiththematernityleavewithOULpre-approval.
§ Allmedicalconditionshavetobesupportedbymedicalreports.
WorkingConditions Page35
AcademicExaminationLeave
AnEmployeeisgrantedapaidleaveforundergoingacademicexamsatapprovedInstitutionbytheSaudiMinistry
ofEducation.
§ Leavedaysarebasedontheactualexaminationdays.
§ Documentation(i.e.examsschedules,studentcoursescheduleandcertificates)thatsupportstheleave
requestmustbesubmitted2weeksinadvanceoftherequiredexaminationleave.
§ Repeatedexamsforthesamesubjectdonotqualifyforpaidleave.
§ PN:Trainingexams(i.e.TOEFL,IELTS,SCFHS,..etc)arenotqualifiedforthisleave.
WorkingConditions Page36
HajjLeave
WhenperformingHajj,Muslimemployeesaregranted10calendardaysleaveonceonlyduringtheiremployment.
§ ItisapplicabletothosewhohaveneverperformedHajjduringtheirservicewithinFakeeh.care.
§ ThisleaveincludestheannouncedEidAlAdhaHolidayandweekends.Noextradayswillbeadded.
§ TobeeligibleforHajjLeave,theEmployeemusthaveatleasttwofullyearsofcontinuousservicewiththe
Company,priortoHajjcommencement,andwithanofficialHajjPermitobtainedfromMinistryofInterior.
WorkingConditions Page37
CompassionateLeave
Thesearefullypaiddays-offforemployeesonjoyousorsolemnoccasions,orinemergencycircumstances:
Occasion NumberofCalendarDays*
MarriageofanEmployee 5
Paternity 3
DeathofanImmediateRelative 5
DeathofHusband,forMuslimFemales 130(Eddah)
DeathofHusbandforNon-Muslims 15
Note:
§ TheEmployeeisobligedtopresentproofofanyoftheabovenotedconditionsimmediatelyuponhis/her
returntowork.
§ DeathofanImmediaterelativesaredefinedas:
- Spouse
- Parents
- Grandparents
- Children
- Grandchildren
- Brothers
- Sisters
§ Accompanyingasickrelativeisnotconsideredacompassionateleave.Itshouldbetakenfromtheannual
leavebalance,andifconsumed,fromunpaidleave.
§ *Compassionatedayscan’tbecarriedover.Theymustbetakenwithin5-daysmaximumfromthedateof
event.
WorkingConditions Page38
CompassionateSupport
Asagestureofcompassionforasolemnoccasion,theCompanywillprovidefinancialsupporttoemployeeswhose
immediaterelativeshavepassedaway.Thesupportwillbe:
§ RoundtripEconomyTicketforEmployeeonlywhereeligibilityisaccordingtothebelowtable.
§ SAR1,500forgradeS6only.
§ PaidsingleExitandRe-entryvisafortheEmployeeOnly.
§ Uptofiveworkingdaysfromtheleavebalanceandifthebalanceisconsumed,fiveunpaiddayscanbe
appliedfor.
§ CompassionateSupportappliesonlytocasesofbereavementforthefollowingrelatives:
- Parents
- Spouses
- Children
§ Supportingdocumentsmustbeprovidedtoprocesstheclaim.
CompassionateSupportTicketEligibilityTable
MEDICAL CLINICAL NURSING Academic Support Executive
M1 N/A C1 N/A N1 N/A A1 N/A S1 N/A E1 N/A
M2 N/A C2 T N2 T A2 N/A S2 N/A
M3 N/A C3 T N3 T A3 N/A S3 T
M4 N/A C4 T N4 T A4 T S4 T
M5 T C5 T N5 T A5 T S5 T
S6 T
WorkingConditions Page39
UnpaidLeave
§ UnpaidleavedurationshouldbeplannedandapprovedbytheDepartmentalDirector/Chairpersonandmust
beforexceptionalcircumstancesandwiththepriorwrittenapprovaloftheOULandHCMOperations
Director.
§ Ifunpaidleaveexceeds20daysperthecontractualyear,thecontract,itsbenefits,salariesandallowancesetc.
willbesuspended.
- Fixeddurationcontractwillbeextendedaccordingly.
- EOSBcalculationwillnotincludetheunpaidperiod.
- GOSIdeductionwillcontinue.
§ Approvalofunpaidleaveisconditionaltofullconsumptionoftheannualleaveentitlement.
§ Duringunpaidleave,payisequaltozeroassalaryandallallowanceswillbededucted.
§ FMCacademicandstaffunpaidleavesaresubjecttotheAcademicyearrequirements.
§ UnpaidleavesforFMConlywillresultisdeductionofBasiconly.Allotherthreecomponentswillcontinue.
WorkingConditions Page40
Fakeeh.careRemunerationApproach
TheRemunerationPolicyisappliedconsistentlyandcommunicatedregularly,givingemployeestheconfidence
thatitisfairlyapplied.
§ ItisincompliancewiththeSaudiLaborLaw.
§ Thereisnodifferentiationinitsapplicationbetween:
- MalesandFemales.
- Thephysicallyableanddisabled.
§ Surveysareconductedonaregularbasistovalidatemarketcompetitiveness.
§ RemunerationelementsarepaidthroughbanktransfersasmandatedbythegovernmentalWageProtection
System(WPS).
Pay&Benefits Page41
CompensationStructure
TherearethreedistinctiveelementsofanEmployee’sremunerationpackage:
§ FixedPay:
- BasicSalary.
- HousingAllowance.
- TransportationAllowance.
- TheFunctionalAllowance.
Note:Theseelementsformthe“wage”.Thewageisconsideredfullyinallleavesexceptunpaidleave,andform
thebasisofEOSBcalculation.
§ RoleBasedAllowances:
SeethesectiononRoleBasedAllowancesformoredetails.
Note:Theseelementsaretriggeredbytheroleperformednotbytheincumbent.Theyarenotpartofthewage.
Theyaredeductibleduring:
- Publicholidays.
- Allleaves.
- AndtheydonotformpartofEOSBcalculation.
§ Otherbenefits:
- MedicalInsurance.
- LifeInsurance.
- Expatannualticketallowance.
Pay&Benefits Page42
GradingStructure
Fakeeh.carehassixdifferentgradingstructuresthatarebuiltonthejobcategories.
MEDICAL CLINICAL NURSING Academic Support Executive
M1 C1 N1 A1 S1 E1
M2 C2 N2 A2 S2
M3 C3 N3 A3 S3
M4 C4 N4 A4 S4
M5 C5 N5 A5 S5
S6
Pay&Benefits Page43
ActualWage
Thewagereferstothe4maincomponentsofthemonthlyguaranteedcash.
§ BasicSalary
§ Accommodation/HousingAllowance
§ TransportationAllowance
§ FunctionalAllowance
Thiswageis:
- Notdeductibleduringanytypepfleaves.
- FormstheEOSBbasecalculation.
Pay&Benefits Page44
BasicSalary
§ TheEmployee’sgradedetermineshis/hersalary.
§ TheCompanyadoptsasalaryapproachthatreflectsthelatestmarkettrendswhereitdelinkstheBasicSalary
fromotherallowances.
§ BasicsalariesarereviewedinthemonthofAprileveryyeartoreflecttheemploymentmarkettrendsfor
eligibleemployees.
§ EmployeeswhojoinedbetweenSeptemberofthepreviousyearandMarchwillhavetheirsalaryreviewedin
thefollowingyearcycle.
Pay&Benefits Page45
HousingAllowance/ProvidedAccommodation
TheHousingAllowanceisintendedtocontributetotheEmployee’shousingcostsandisnotmeanttocoverthe
totalhousingcost.Additionally,Fakeeh.carehasitsownoperatedaccommodationfacilities.
ThegradeandEmployee’ssituationdictatestheeligibilityineitherofthem.
§ Eligibility(Accommodationtype)isdeterminedbygrade.
§ SaudiNationals,regardlessofgrade,willreceivedhousingallowance.
§ ExpatriatesundertheprobationperiodwhoareeligibleforHousingAllowanceasperthegrade:
- willbehostedbythecompanyfor3months,iftheyarehiredfromoutsideJeddah.
- willbepaidthemonthlyHousingAllowanceiftheyarehiredwithinJeddah.
§ Ifrequested,anadvanceonthehousingallowancecanbeprovidedonlywhentheEmployeehassuccessfully
completedtheprobationperiod:
- Housingcanbeoptionallyadvancedonasix-monthbasis.Toapplyforthis,youshouldbeunder
Fakeeh.caresponsorshipwithvalidIqama.
- IftheEmployeeleavestheCompany,regardlessofthereason,thebalanceoftheadvancedhousingwill
berecovered.
§ Marriedcouples:
- NodeductionistakenfromthosewhomeetwhileworkingatFakeeh.careandmarry.
- Othermarriedcouples,recruitedlocallyorinternationally,receive:
o Onehousingallowance(thehighest).
o Twotransportationallowances,oneforeachEmployee,basedontheirgrades.
§ Grades1-8Expatemployeesareprovidedaccommodation.However,theamountslistedinthetablebelow
areoptionallyofferedinlieuoftheprovidedhousing,inoneofthefollowingcases:
- Femaleemployeeslivingwithfamily(husband,father,mother,brotheretc.)withavalidIqama.
- Maleemployees,ifrecruitedlocallyandalreadylivingwithfamilyinownaccommodation.
MEDICAL CLINICAL NURSING Academic Support Executive
M1 N/A C1 N/A N1 N/A A1 N/A S1 N/A E1 N/A
M2 N/A C2 15,000 N2 15,000 A2 N/A S2 N/A
M3 N/A C3 7,500 N3 7,500 A3 N/A S3 15,000
M4 N/A C4 7,500 N4 7,500 A4 7,500 S4 7,500
M5 15,000 C5 7,500 N5 7,500 A5 7,500 S5 7,500
S6 7,500
Pay&Benefits Page46
TransportationAllowance/ProvidedTransport
§ ThisAllowanceisprovidedtosupportemployeesincommutingfromtheirresidencetotheirworklocation
andback.
§ TransportationAllowanceisafixedamountbasedontheEmployee’sgrade.
§ SaudiNationals,regardlessofgrade,willreceivedtransportationallowance.
§ ThispolicydoesnotcoveremployeeswhohaveCompanyprovidedtransportation(i.e.livinginourprovided
accommodation).
Pay&Benefits Page47
TheFunctionalAllowance
§ TheFunctionalAllowanceisalignedtoeachofthesixgradingstructuresandreflectstheEmployee’s
Functionalduties.
- MedicalAllowance.
- ClinicalAllowance.
- NursingAllowance.
- AcademicAllowance.
- SupportAllowance.
- ExecutiveAllowance.
§ TheFunctionalAllowanceisafixedamountforeachgradeineachstructure.Italsoformspartoftheactual
wage.
Note:TheFunctionalAllowanceislinkedtothejobcategorynottotheeducationalbackgroundnortothe
previousworkexperience.
Pay&Benefits Page48
RoleBasedAllowances
Theseelementsaretriggeredbytheroleperformednotbytheincumbent.Theyarepaidtocompensatethe
incumbentofacertainroleforperforminga“difficultorunique”role.
Itisimportanttonotethattheallowancewillbediscontinuedwhentheincumbentchangesjobs.
TheRoleBasedAllowanceis:
§ Deductibleduringleaves.
§ Doesn’tformpartoftheEOSBcalculation.
§ Willdiscontinuedwhentheincumbentchangesjobs.
AllowanceNew
Amount
Eligible
GradeDivision AllowanceDescription
Chairperson 5,000 M1Medical/
Clinical
DepartmentDirectorsinMedicalandClinical
Division
ProgramDirector 2,000 M1 MedicalConsultantsthatleadprogramsincertain
specialty
RRTAdultICU 1,350 M3/M4 MedicalPhysicianworkinAdultICUthatarerequired
torespondrapidlytoanyemergencycall
RRTPediatricICU 700 M3/M4 Medical
PhysicianworkPediatricICUthatare
requiredtorespondrapidlytoany
emergencycall
ER 2,000M2/M4/
M5Medical Residents&GP’sworkonlyinER
PhysiciansCritical
Areas2,000
M2/M3/
M4Medical
PhysiciansworkinICU,CCU&Cardiology,
Anesthesia,NICU,PICU&OBGYNE
Departments
ChargePharmacy 1,000 C3 Clinical ChargePharmacist
AllowanceNew
Amount
Eligible
GradeDivision AllowanceDescription
NursingCriticalAreas 500 N4 NursingRegisteredNurseworkingincriticalareasin
NursingDivision
FCMSGraduates 500 N4 NursingOnlyFCMSgraduatesworkinginNursing
Division
FCMSHeadof
Department2,000 A3 College ChargeUnitsinFCMS
FCMSDirectors/Vice
Deans5,000 A3 College
- DirectorofAdmin/Finance
- DirectorofPostgraduateStudies&
ScienceResearch
VDCA(DSFH) 10,000 M1 College LecturerAllowance
PsychiatryUnit
Department(BHU)500 S5
Operation
sSecurityOfficerassignedtoBHU
Infection 300 S4Operation
sReceptionist&AdminstaffworkinginER
Non-PracticePhysician 1,500 S3 FinancePhysicianthatworkinginjobwherethey
don’tpracticemedicine
Pay&Benefits Page50
ExpatTicketAllowance
§ Expatticketallowanceeligibilityandclassisdefinedintheemploymentcontract.
§ Expatticketallowancepaymentwillbeasfollows:
- 2019onwards: FullpaymentinFebruary.
- Newjoiners: pro-ratedeffectivehiredate
§ Incaseoffamilycoverage,ticketallowancecoverseligibleemployeesanddependentfamilymembers:one
spouseandmaximumoftwochildrenupto18yearsofage.
§ Forthepurposeofestablishingthecountryoforigin,theCompanyrecognizesthenationalityspecifiedinthe
workpermitoftheEmployee,regardlessofnumberofnationalitiestheEmployeemayhave.
- DependentchildrenmustresideinSaudiArabiaunderEmployee’ssponsorship.
- DependantswillfollowtherateoftheEmployee(i.e.thesponsorregardlessoftheiractualnationality).
- Thenationalitystatedintheoriginalemploymentcontractwillremainunchanged,evenforthosewho
havemultiplenationalities.
- NewbornswillhavetheirExpatTicketAllowancepro-ratedeffectivefromthebirthdate.
- AgecalculationisbasedonIATAdefinitionofage:
o Infant:lessthan2years,25%oftheadultfare.
o Child:above2andlessthan12yearsold,75%oftheadultfare.
o Adult:above12yearsold,fulladultfare.
§ Wafedwillbetreatedasfollows:
- Noticketprovidedbythecompany
Pay&Benefits Page51
KAUST/KAECTreatment
Inprinciple,employeesworkinginourfacilitiesinKAUSTandKAECwillbetreatedaccordingtotheapproved
Remunerationstructure.However,consideringthelocationofKAUSTandKEACandthehardshipthatcomeswith
theinconvenience,wehavedesignedthefollowing:
§ WorkinginKAUST/KAEC.ThisallowanceaddressestheneedofouremployeeswhoworkinKAUST/KAEC.It
coversthosecommutetoKAUST/KAECandthosewholivethere.
Category Amount
Admin/Support 1,000
Clinical/Nursing 1,500
Consultant 4,000/6,000/12,000
§ TemporaryVisits:ThisvisitfeeaddressestheneedofouremployeeswholiveandworkinJeddahanddonot
havepermanentjobsinKAUST/KAECbuttraveltheretoaddressbusinessneeds.
§ TemporaryvisitsAmountissubjecttothelatestversionofpolicynumberHCM-APP-009andHCM-APP-010
ApplicationConditions:
§ DuringtheoffscheduledworkinghoursofthevisitingEmployeeisentitledto:Fullamount.
§ DuringthescheduledworkinghoursofthevisitingEmployeeisentitledto:Theassignedamountminusthe
day-salary.
Pay&Benefits Page52
CompanyCar/UsingOwnCartoConductBusiness
Thispolicyappliestoemployeesthathavefieldbasedjobsandrequiretheincumbenttobephysicallyoutsidethe
office,suchthattheEmployeeneedsacartoperformthejobeffectively.
ThisisprovidedeitherbygivingtheincumbentaCompanyCaroranallowanceforusinghiscar.
CompanyCar
§ Thisisforrolesthatrequirehandlingofequipment,tools,machinesetc.
§ Applicablerolesare:
- Maintenance
- Procurement
§ IncumbentsoftheaboveroleswillnotbeeligibleforTransportationAllowance,astransportationisbeing
provided.
§ Employeesmustholdavaliddrivinglicense.
§ TheEmployeeisfullyresponsibleforarrangingandfollowingupontheservice,maintenanceandpreservation
oftheCompanyCar.
§ Paymentofanytrafficfines,tickets,etc.aretheresponsibilityoftheEmployee.
§ TheCompanyCarmustonlybedrivenbytheEmployee.
§ TheCompanyCarisprovidedforbusinesspurposesandreasonablepersonalusageonly.
UsingOwnCar
§ Thisisforrolesthatdonotrequirehandlingofequipment,tools,machinesetc.
§ TheallowanceisprovidedinlieuoftheCompanyCar.
§ Applicablerolesare:
- GovernmentRelations
- Collection
- Sales
§ IncumbentsoftheaboverolesareeligibleforTransportationAllowance,asitisnotbeingprovided.
SupportTypeTransportation
Allowance
FuelAllowanceCompanyCarAllowance
ProvidedCar Noteligible 200 Noteligible
UsingOwnCar Eligible 200 1,000
Note:IfanEmployeetransferstoarolewherethepolicyisnotapplicable,hewillbeshiftedautomaticallytoa
monthlyTransportationAllowance.
Pay&Benefits Page54
OlympiaMembership
OlympiaSportArenacentersforMalesandFemalesarehighendhealthandfitnessfacilitiesdeliveringawide
rangeofsportsactivitiesandwellnessprogramstomeettheneedofsportsenthusiasts.Althoughthesefacilities
aremeantforourPatientsandClients,weareofferinganexclusive50%discounttoallFakeeh.careEmployees.
Employeemembershipguidelines:
- ThemembershipisfortheEmployeeonly.Itcannotbetransferredorusedbyanyoneelse.
- ThemembershipfeeispaiddirectlytoOlympiainfull.Partialpaymentandpayrollinstalmentsarenot
acceptable.
- ThetermsandconditionsofOlympiawillapplytoFakeeh.careemployees.
- ItisexpectedthatFakeeh.careemployeesdemonstratethehighestlevelofbehaviourand
professionalismastheywillbeusingthesamefacilitieswithourPatientsandClients.
Note:Duetospacelimitations,prioritywillbegiventoourPatientsandClients.
Pay&Benefits Page55
CompanySupportedMobile
Thissupportisnotanentitlement.ItisprovidedbythecompanytoensurethatrequiredEmployeesareconnected
andreachablewhenneeded.
Therearethreekindsofsupport:
Category Description SupportMethod
WithintheBusiness
Unit
Employees,regardlessoflevel,becauseoftheirroles
needtobereachablewhendictatedbytheroleand
businessneed.
- SIM
- Nokiadevice
Executives TherolerequirestheExecutiveEmployeetobe
accessible24/7oronstand-bytoaddressinternalor
externalstakeholders’needs.
- 200SR/
Monthly
- Nodevice
OutsideOffice § Employeeswhosejobnatureismostlyinthefield
andnotintheoffice.
§ TheEmployeedoesnothaveacompanyprovided
mobile.
- 150SR/
Monthly
- Nodevice
Note:IfanEmployeetransferstoarolewherethepolicyisnotapplicable,theMobileSupportwillstop.
Pay&Benefits Page56
MedicalInsurance
TheCompanywillprovidemedicalcoveragetoallemployees.However,fordependents,thecoverageisasfollows:
§ Saudiemployees
- Eligibleforwifeandtwochildren.
- Spouses.
- Sonsundertheageof25.
- Unmarrieddaughters.
- Providedthattheaforementionedarenotinsuredbyanothercompany.
§ Expatemployees
- Basedongradeentitlementandnumberofchildreneligibility
- Dependents(spousesandchildren),withtheexceptionofExpatriates’dependentswhoareregistered
underanotherCompany’ssponsorshipinaccordancewithCCHIregulations.
- Dependentsmusthaveavalidresidencepermit(Iqama)andbeundertheEmployee’ssponsorship.
- Sonsundertheageof25.
- Unmarrieddaughters.
- WafedwillbetreatedasanExpatEmployee.
- Providedthattheaforementionedarenotinsuredbyanothercompany.
§ TheguidelinesoftheMedicalInsuranceSchemearedetailedintheMembershipKitoftheInsurance
Company.
§ TheCompanywillnotreimburseanymedicalexpensesnotcoveredundertheMedicalPolicy.
§ ManagementofDependants(i.e.spouseandchildren)forthosewhoarenoteligible:
- remainstheresponsibilityoftheEmployee.
- Paymentcanbeinfullorthroughpayrollinstallments.
Pay&Benefits Page57
MedicalServicesDiscountedRates
ForservicesandtreatmentsthatarenotcoveredbytheMedicalInsurancePolicy,weareofferingdiscountedrates
asfollows:
§ Fakeeh.careemployeescanbenefitfroma25%discount.
§ ThediscounteligibilityisforFakeeh.careemployeesandtheirdependents.
- Spouse(ifsponsoredbytheFemaleEmployee)
- Children
- Parents
§ Doesnotinclude:
- Medication
- Medicalsupplies
- Blood
- Bloodproducts
Pay&Benefits Page58
Life&DisabilityInsurance
AllemployeesarecoveredundertheGroupLifeandDisabilityInsurancePolicywhichprovidescompensationin
theeventofdeath/disabilitywhiletheEmployeeisunderactiveemployment,irrespectiveofwhetherthisoccurs
onoroffduty,anywhereintheworld.
§ DeathDuetoAnyCause
- Thismeansdeathduetoanyreasonotherthanduetoacauseexcludedinthepolicy.
- Amountpaidis24monthlybasicsalaries.
§ AccidentalDeathBenefit
Inthiscase,thebenefitispaidinadditiontothepreviousbenefitandwillbeat100%.
§ PermanentTotalDisability
- Thismeanspermanenttotalandabsolutedisablementcausedbyanaccidentorsicknessoccurringduring
theperiodofcoverageunderthepolicy.Suchpermanenttotalandabsolutedisablementiscoveredifit
occurswithinninety(90)daysfromthedateofaccident/sickness,andfromwhichthebeneficiaryinall
probabilitywillneverrecoverandwhichentirelypreventstheInsuredpersonfromeveragainfollowing
"AnyOccupation".Itistobeunderstoodthatthedisablementshouldbe100%andbeyondhopeof
improvement.Inorderforthisbenefittobecomepayable,thebeneficiarymusthavebeeninthis
conditionforatleasttwelve(12)monthsunlessintheopinionoftheCompanythesupportingevidence
providesaclearandunequivocalconfirmationofthedisability,suchthattheminimumperiodoftwelve
(12)monthsmaybewaived.
- Amounttobepaidis100%asinthecaseofDeathDuetoAnyCause.
§ PermanentPartialDisability
PPD(duetosickness/accident):Thisiswherethebeneficiaryhasbecomepartiallydisabledonapermanent
basisduetoaccidentand/orsickness(asspecificallystatedinthepolicyschedule)beforereachingtermination
ageandfollowingsix(6)monthsofcontinuouscoverageunderthisPolicy.Alumpsumdisabilitypaymentwill
bemadetothebeneficiaryinaccordancewiththeContinentalScaleattached,subjecttothepolicyexclusions.
§ TemporaryTotalDisability
TTD(duetosickness/accident):Intheeventofamemberbeingtotallyunabletofollowhisnormaloccupation
asaresultofbeingcontinuouslyandtotallydisabledbyreasonofaccident/sickness,thecompanyshallpaya
benefitof100%oftheweeklypre-disabilityearningsofthememberforaslongassuchdisability
continues.Thisismaderetrospectivelyinrespectofthisperiod.
§ Repatriationofmortalremains
UptoSAR15,000permember.
§ PassiveWarandTerrorismRisk(PWR):
- ThepolicywillcoverDeathorPermanent(100%)totaldisabilityduetobutwithouttheassuredbeingin
anywayinvolvedinorparticipatinginwar,invasion,actofforeignaggression,hostilitiesorwarlike
operations,civilwar,terrorism,mutiny,civilcommotion,militaryrising,insurrection,rebellion,militaryor
usurpedpowerorwithanyactsofanypersonactingonbehalfoforinconnectionwithanyorganization
activelydirectedtowardstheoverthrowbyforceofanyGovernmentortotheinfluencingofitby
terrorismorviolence.
- PassiveWarRisk(PWR)coverisalwaysexcludedinanycountryoutsideSaudiArabiawherewarorwarlike
operationtakesplaceandwheretheinsuredremainsformorethan28daysfollowingtheoutbreak.Itis
alsounderstoodthatthesuminsuredwillnotbepayableiftheinsuredactivelyparticipatesinanyofthe
above-mentionedeventsandiftheinsuredistravelingtoacountryafterwarhasbeendeclaredinthat
countryorafterithasbeenrecognizedasawarzoneorwherethereiswarlikeoperations.
Pay&Benefits Page60
MalpracticeInsurance
AsmandatedbytheregulationofSCFHS,allPhysiciansarerequiredtohavemalpracticeinsurancecoverage.
§ MalpracticeinsurancecoverisaprerequisiteoftheclassificationofSCFHSduringissuanceandrenewal.
§ PhysicianshavetheoptionofenrollingwithaFakeeh.carecontractedInsurancecompanyormayselecttheir
own.
§ Managementresponsibilityintermsofenrollment,renewal,andanyclaimssettlementsarisingoutofacaseis
asfollows:
- IfthePhysicianInsuranceisarrangedthroughFakeeh.carecontract,HCMwillberesponsible.
- IfthePhysicianInsuranceisarrangedbyhim/herself,thenhe/shewillberesponsible.
§ Malpracticeinsuranceliabilityisbasedonmedicalspecialty.
§ PhysiciansareaccountableforsettlingclaimsinexcessofliabilitycoverintheeventthataMoH/Courtverdict
rulesinfavoroftheplaintiff.
§ ThecostofmalpracticeinsurancewillbedeductedfromthePhysician’ssalaryoncetheinsuranceisissued.
§ Ifthemalpracticeinsurancedoesnotcoveraclaimthatarisesoutofacase,theclaimwillbedeductedfrom
thePhysician’ssalary.
§ LegalAffairsandaMoHLiaisonManagerwillhandlecasemanagementbetweenMoH,thePhysicianandthe
Insurancecompany.
Pay&Benefits Page61
GeneralOrganizationforSocialInsurance(GOSI)
TheGeneralOrganizationforSocialInsurance(GOSI)isasemi-governmententity.ItworkssimilarlytoaPension
Fund.GOSIcovers3parts:
§ OccupationalHazards
- CoversbothSaudiandExpatemployees.
- 2%calculatedontheBasicSalaryandHousingallowance.
- ContributedbytheCompanyonly.
§ Annuities
- CoversSaudiEmployeesonly
- 18%calculatedontheBasicSalaryandHousingallowance
o 9%contributedbytheSaudiEmployee.
o 9%ContributedbytheCompany.
§ UnemploymentInsurance(SANED)
- CoversSaudiEmployeesonly
- 2%calculatedontheBasicSalaryandHousingallowance
o 1%contributedbytheSaudiEmployee.
o 1%ContributedbytheCompany.
§ ThecontributionpercentageiscappedatSR4,500permonth
§ AnychangestoBasicSalaryorHousingthattakeplaceduringayearwillonlybereflectedinJanuarypayrollof
thenextcalendaryear.
§ JoinersatanydateofthemonthwillbesubjecttoGOSI,whereasleaversatanydateofthemonthare
exempted.
Pay&Benefits Page62
ExpatLevy
Asof2017,theGovernmenthasintroducednewfeesrelatedtoExpatEmployeesandtheirdependents.Thereare
2types:
ExpatEmployeesLevy:
§ LinkedtotheEmployeenotthedependents.
§ ShoulderedbytheCompany.
EffectiveDate WhenExpatsoutnumberSaudi’sInaCompany
January2018 SR400permonth
January2019 SR600permonth
January2020onwards SR800permonth
ExpatEmployee’sDependentsLevy:
ShoulderedbytheEmployeeregardlessofgrade.Paymentcanbeinfullorthroughpayrollinstallments.
Feedetailsandtheireffectivedates:
EffectiveDate DependentsLevy
July2017 SR100permonth
July2018 SR200permonth
July2019 SR300permonth
July2020onwards SR400permonth
Pay&Benefits Page63
PayAdvances
OtherthantheHousingAllowancepaidinadvanceuptoamaximumofsix-months,forthosewhoareeligiblefor
housingallowance,theCompanydoesnotentertainanyothersalaryorbenefitsadvances.
Thecompanyhassecuredverypreferentialrateswithmultiplebanksthatsuittheneedsofourcolleagues.
Pay&Benefits Page64
JobDescriptions
Ajobdescriptiondepictstheprimaryaccountabilitiesofapositionandtherequiredspecificationoftheidealrole
incumbent.Ajobdescriptionofeachroleisalsoanaccreditationrequirement.
Ajobdescriptionplaysanintegralpartin:
§ Recruitment.Itmatchesthecandidateswiththejobrequirements.
§ PerformanceManagement.ItinformstheEmployeeandhis/herOULofthecoreaccountabilitiesthatare
expectedtobeperformed.
§ Applications.Itinformsajobapplicantofthereportinglines,directreports,therolerequirementsand
expectations.
§ ItistheresponsibilityofHCMandOULtoensurethatjobdescriptionsofdirectreportsaredeveloped,signed,
andupdatedwiththeHumanCapitalManagementDepartmentforreview.
Pay&Benefits Page65
JobEvaluation
Allrolesatdifferentgradesarearesultofthejobevaluationprocessthatisundertakenbasedonascientific
methodology.
§ JobEvaluationisappliedforoneofthefollowingreasons:
- Newrolesthatcouldemergeduetoexpansion,newbusinessplans,mergersetc.
- Existingevaluatedrolesthatcouldhavechangedduetointernalre-structuringwithmajorchangestothe
scopeofthejob.
§ Thefollowingistheprocessapplicablefornewjobevaluationorare-evaluationofanexistingrole:
- Atthebeginningoftheyeartheorganizationstructureisfinalized.
- Thestructureclarifiestherolesthatarenewormighthavesignificantlychanged.
- Rolesthatneedevaluationarerequiredtobecompletedwithinthe1stquarteroftheyearandmustbe
approvedbytheHCM-ExecutiveDirectorpriortotheinitiationoftheevaluation.
- Rolesthatneedre-evaluationmustbeapprovedbyHCM-ExecutiveDirectorpriortotheamendmentof
theevaluation.TheDepartmentalDirector/Chairpersonshouldobtaintheapproval.
- TheJobEvaluationteamwillthenconductadetailedinterviewwiththeOULtomaptheroleandidentify
accountabilities.
- Oncetheevaluationisconcluded,theoutcomeissharedwiththeHCM-ExecutiveDirectorforfurther
validation,thencommunicatedtotheDepartmentalDirector/Chairperson.
- Intheeventofstructuralchangesduringtheyearduetobusinessrequirements,evaluationswillbe
conductedwheneverapplicablewithintwomonthsofthestructurebeingapproved.
Pay&Benefits Page66
Transfers
Transfersaredefinedasinternalmobilitywithinthesamegrade.Thesetransferscanbewithinthesame
DepartmentorbetweentwodifferentDepartments,subjecttotheavailabilityofanapprovedvacancyinthe
DepartmentalOrgChart.
§ EmployeeswithaperformanceratingofGoodoraboveinthelastperformancecycleareeligibletoapplyfor
suchcareerdevelopmentopportunities.
§ Employeesmustmeettheminimumrequirementsofthedesiredposition.
§ TheEmployeemustnothavereceivedanydisciplinaryactioninthelastyear.
§ Thefollowingprocessisapplied:
- ThetransferredEmployeeinitiatestherequestinOracleself-servicessystem.
- Transferwillgothroughtheapprovalworkflow.
- TheeffectivedateoftransfermustbeagreedbetweenthecurrentOULofthetransferredEmployeeand
theFutureOUL.
Note:
§ Therearenosalarychangesduetotransferbecausethetransferiswithinthesamegrade.
§ Rolebasedallowancesaresubjecttochangesbasedontherequirementsoftheoldandnewroles.
Pay&Benefits Page67
Fakeeh.careInternalMobilityProgram
TheMobilityprogramaimsatcreatinginternalopportunitiestoretainourtoptalent.Ithelpsleverageexpertise
andexperienceacrossthegroup.
LocalMobility:AnEmployeewhoistransferredbetweendifferentBusinessUnitswithinFakeeh.careinthesame
country.ThisisneededwhentheentitiesareonadifferentCommercialRegistration(CR).
InternationalMobility:AnEmployeewhoistransferredwithinFakeeh.carebutbetweendifferentcountries.
§ EOSBwillbefullyaccruedbetweenthecurrentBusinessUnitandthenewonewheretheoriginalhiredate
remainsunchanged(i.e.yearsofservicewillbeaccumulated).
§ WhenevertheEmployeeleavesfromthenewcompany,EOSBwillbesettledbythenewcompanybasedon
theoriginalhiredate.
§ EOSBtreatmentwillbeaccordingtothegoverningLaborLawineachcountryandaccordingtoprevailing
calculationbasis.
§ OurtoptalentshouldnotbeatafinancialdisadvantageintermsofEOSBcalculationwhentheyarerequested
tomovelocation.However,thenewjobsalary,benefitsandroleallowances,ifany,willapply.
ApplicationConditions:
Inthecasethattheworkingrelationshiphasended,thefollowingwillapply:
§ ReasonofseparationwillbeconsideredtocalculatetheEOSB(i.e.dismissalistreateddifferentlytoendof
contractetc.).
§ LaborLawtermsofthelastcountryworkedinwillbetakenintoconsideration.
VisaManagement:
Employeeswhoaretransferredunderthisprogramwillhavetocanceltheirworkpermitinthecountrytheyarein.
Athree-monthgraceperiodisprovided.
Pay&Benefits Page68
Promotions
Promotionisdefinedasachangetoahighergrade.ThiscanbewithinthesameDepartmentorbetweentwo
differentDepartments,subjecttotheavailabilityofanapprovedvacancyintheDepartmentalOrgChart.
§ EmployeeswithaperformanceratingofGoodoraboveinthelastperformancecycleareeligibleforsuch
promotions.
§ Thefollowingprocessisapplied:
- TheOULwillinitiatetherequest.
- Promotionwillgothroughanapprovalworkflowasdefinedinthesystem.
- TheeffectivedateofpromotionmustbeagreedbetweenthecurrentOULofthepromotedEmployeeand
theFutureOUL,iftheEmployeeismovingtoadifferentdepartment.
- AllpromotionsneedtobeapprovedbytheDepartmentalDirector/ChairpersonandtheHCM–Executive
Director.
SalaryApplicableChanges:
§ BasicSalary,HousingandTransportationincreaseswillfollowtheCompensationstructureofthenewgrade.
§ PromotedemployeesareentitledforapromotionincreasebasedontheirPositionRangewiththesalary
rangeasfollows:
- Tothegrademinimumcappedat20%.
- 5%iftheBasicSalaryisabovethegrademinimum.
Pay&Benefits Page69
EducationalAchievementsRewards
WedesignedthispolicytorewardEmployeesforachievinghighereducationaldegreesthatcanimpacttheirwork
performancepositively.However,thereareconditionstothisreward:
§ ThequalificationhastobeaBachelor’sorMaster’sdegree.
§ ForMedical/Clinical/Nursingcategories,thedegreehastobeobtainedfromanaccreditedUniversityand
authenticatedbySCFHS.
§ Forotherfunctions,thedegreemustbeobtainedfromaccreditedUniversitiesauthenticatedbytheMinistry
ofEducation.
§ TheDepartmentalDirector/Chairpersonhastoconfirmviabilityofthedegreeobtainedtoworkperformance.
§ TheawardwillbeaddedtotheEmployee’sMonthlyBasicSalaryafterhe/shehasauthenticatedthedegree.
Degree Expatriates Saudis
Bachelor’s 700 1,000
Master’s 1,000 1,500
FCMSNursingGraduates:
NurseswhohavegraduatedfromFCMSwillreceiveSAR500permonthasFCMSNursingGraduateAllowanceas
soonastheyobtainSCFHSandsignafulltimeemploymentcontract.Thisallowancedoesnotformpartofthe
EOSB.
Pay&Benefits Page70
Parking
Gatedparkingspacesareexclusivefor:
§ Consultants(Permanent,Part-time,andAffiliate).
§ Directors.
§ Chiefs.
§ Executives.
§ Parkingaccessbenefitisnottransferable.
§ Parkingcannotbeusedtostorecarsduringleaves.
§ LostordamagedparkingaccesscardswillbereplacedforaSAR100fee.
Pay&Benefits Page71
BusinessTravelPrinciples
TheTravelPolicyingeneralaimstoprovideconvenient,safeandeconomicalmeansoftransport.Thepolicyis
appliedwiththebeliefthatallemployeeswillbeasthoughtfulandcost-consciousindeterminingtravelplansas
theywouldbeifpayingfromtheirownpockets.
BusinessTravel Page72
BusinessTravelClass
TravelClass:
EmployeeswhotravelonCompanybusinessareeligibletotravelinthefollowingclasses:
Level DomesticandInternational
Executives(E1)+Consultants(M1) BusinessClass
OtherGrades EconomyClass
BusinesstripsmustbearrangedwiththeCompany’stravelagencies.
AccompanyingEmployees:
§ AnEmployeemaybeupgradedtobusinessclasswhiletravellingwithanExecutiveonthesameflightaslong
astheyaretravelingforthesamepurpose.
§ TwoormoreemployeestravellingwithanExecutiveonthesameflightwillstillflyeconomy.
BusinessTrips:
Forthosetravellingforbusinessneeds,thecompanywillfacilitateandsponsorthefollowing:
§ Visitvisa(e.g.e-visa,visaonarrival)fee.
§ Exit/Re-entryvisasforBusinessTrips.
§ Employeesareresponsiblefortheirvisavalidity/renewal.
ExtendingBusinessTripsforPersonalReasons:
TheCompanywillnotgovernEmployeeswhoextendtheirbusinesstripsforpersonalreasons.
IfanEmployeeextendshis/herbusinesstripstoaccommodatepersonalplansthefollowingguidelinesmustbe
applied:
§ AnyadditionalcostsincurredduetopersonalreasonswillbehandledbytheEmployee(e.g.additionalticket
costduetoroutechange/flightdates,stayingsomeadditionalnightsetc.).
§ IftheEmployeeisstayingonforpersonalreasons,theperiodspentforpersonalreasonswillbededucted
fromtheleavebalance,thebusinesstripwillendwiththeendofthebusinessevent(e.g.training,meeting).
AnyadditionalcostsincurredafterthatwillbehandledbytheEmployee.
BusinessTravel Page73
BusinessTripPerDiem
PerDiempayeliminatestheneedforemployeestocreateexpenseclaimsdocumentingtheamountspentwhile
travelingforbusinessortraining.Employeesdonothavetoreturnanyoftheperdiemiftheyhavenotusedallof
itfortravelexpenses.
LevelDuration
Daytrip 1-9days FollowingDays
Executives
500
1,650/day 1,100/day
Directors 1,350/day 900/day
OtherLevels 1,000/day 750/day
§ PerDimifaccommodationandtransportationareprovidedinorowncompound,thenperdimwillbeas
follow:
Level Accommodationand/ortransportationprovided
Executives 400/Day
Directors 350/Day
OtherLevels 300/Day
Note:
§ Apartfromtheflightticket,theaboveperdiemcoversallbusinesstriprelatedexpenses
§ TravellingduringmorningtimesoreveningswillnotchangethePerDiemamount,andneitherwillarrivingin
themorningoreveningofthenextday.
BusinessTravel Page74
Guest/VisitorsBusinessEntertainment
GuestsaredefinedasvisitingBusinessConsultants/BoardMembers/Clients.Whileitisrecognizedthatthecost
ofentertainmentvariesdependinguponthevenueandthenatureofthefunction,thereisstillanobligationon
theEmployeetoensurethatexpendituresarenotexcessiveandarejustifiableandproportionatetothebusiness
contextinadditiontothenumberofparticipants.Businessmealswillbereimbursedifreceiptsareprovided.
§ Theexpensereportshouldincludethenamesofallattendeesandtheiraffiliationstothebusinesspurpose.
§ Unusualfood,drinks,smokesetc.tothecustomaryofourtraditionisnotreimbursable.
§ ThemostseniorpersonofFakeeh.care’sdelegateshouldsettlethecostofthisentertainmentandclaimthe
expensesaccordingly.
BusinessTravel Page75
PerformanceManagement
PerformanceManagementaimsatsystematicallyandconsistentlylinkingorganizationalgoals,whetherannualor
strategic,toallemployeesintheorganization.
Itfacilitatesthedifferentiationofperformance,rewards,identificationoftalentandsuccessionplanningforthe
organization.Itcreatesfairnessandconsistency.
ThisprocessinvolvesallfulltimeEmployeesacrosstheorganizationwhohavecompletedmorethan3months
fromtheirhiringdate.
ThePerformanceManagementcyclewithinacalendaryearinasystematicmannerthatisintegratedwithother
organizationalactivities.
CareerManagement Page76
Mid-YearReviewGoalSetting EndYearReview
Jan-Feb June-July Dec-Jan
SettingGoals
§ GoalSettingisthefirststepinthePerformanceManagementCycleandaimstoprovideEmployeeswithgoals
forhowtheycansupporttheoverallorganizationaltargetsandperformtheirtasks.
§ Goalsaremandatoryforallemployeesandwillbethebasefortheendofyearevaluation.
§ Theindividualgoalsmustbederivedfromthebusinessstrategyforthecomingfiscalyearandshouldreflect
howeachEmployeeisexpectedtocontributetotheoverallbusinessgoals.
§ Goalsshouldbedifferentiatedfromthejobdescriptionandmustbedesignedwithhighqualityinmind
becausetheyimpacttheevaluation.
§ Goalsarelimitedto4–6goalstoensurethatEmployeescanfocusonimpactfulobjectives.
§ TheGoalSettingprocessshouldbeadialoguebetweenEmployeeandhis/herOUL.TheOULsshouldexplain
totheemployeestheimportanceofthegoalsandtheexpectationsandtheirimpact.
§ GoalshavetobefinalizedbyMarch31.ExistingtargetscannotbemodifiedwithintheFiscalyearexceptinthe
caseof:
- changeinbusinessstrategy
- changeinjobresponsibilities
- structural/personnelchanges
CareerManagement Page77
Mid-YearReview
TheMid-Yearreviewphaseaimstomonitortheemployee’sperformanceovertheyearandtoreviewtheprogress
ingoalachievement.
Thecontinuousmonitoringoftheemployee’sprogressbytheOULaimstoevaluatewhereeveryemployeestands
astothetargetachievementwithintheyear,andtoimplementcorrectiveactionsifneededaswellasalignthe
perspectiveofbothOULandemployeeregardingthedegreeoffulfillmentofgoals,inordertoavoid
misunderstandingsduringtheevaluation.Thisprocessmustbedocumentedonceintheyearatleast(June-July).
§ NoRatingrequired
§ Progressupdatestoavoidendofyearsurprises
§ EncouragesdialoguebetweenOULandEmployees
§ Reviewoftheagreedactionsanddevelopmentactivitiesfromthelastannualappraisal
§ Anyobserveddeclineinperformancemustbediscussedanddocumented
§ AllupdatesshouldbedocumentedbytheOULinthesystem
CareerManagement Page78
YearEndAppraisal&CalibrationExercise
§ DuringtheAppraialtheOULshouldconductafairandobjectiveassessmentofanEmployee’sperformance.
§ PerformancereviewsthroughouttheyearandtheEmployee’sperspectiveonhis/hergoalsachievementarethemaininputforappraisal.ThisinformationwillalsobeusedasabasisfortheCalibrationdiscussionatalaterstage.
§ TheOULhastogatherinformationontheEmployees’resultsandacievementofassignedgoals.
§ Performance appraisal considers both the degree of achieved results (the “What”) and capabilities shownthroughtheEmployee’sactionsandbehaviors(the“How”).
§ TheCalibrationSessionhelpstoobjectivelycalibrateEmployees(PeerValidation),basedontheirPerformanceandPotentialappraisal.Italsoservesasaplatformtoidentifytalents.Aimsofthecalibrationsessionsare:- Harmonizedapplicationofappraisalcriteria- Amoreobjectiveperformanceappraisaltoachieveahigherqualityofcalibratedresults- EnsurehealthydistributionofTotalResultsRating- VerificationofthefinalResultsthroughpeercomparison- RestoreLineManagementownershipoftheiremployees’rating
§ OutputoftheCalibrationSessionisinputfortheFeedbackDialogwiththeevaluatedEmployee.
§ Participants of the Calibration Session Discussion are the Employees’ OULs and theirManager +1, and the
HumanCapitalManagementasconsultantandfacilitator.
§ EachCalibration Session result needs to be approvedbyManager +1 in order to complete and finalize theprocess.
§ TheoutcomesoftheCalibrationSessioncannotbechangedaftertheprocessiscompleted
CareerManagement Page79
PerformanceAppraisalScaleandDefinitions
Thefollowingarethe4-pointscaleperformanceratingandthedefinitionofeachpointinthescale.
CareerManagement Page80
4-Exceeds
•Goalachievement:Employeedeliveredandachievedmorethanwhatwasagreedandexpectedwithanabovenormalperformance.
•DischargingJDaccountabilities:Demonstratedhighlevelofcompetencies (skills,knowledgeandbehaviors)requiredfortherole.
• Supervision:Fullyindependent, takingfullaccountabilityofhis/herareaofresponsibilitiesandoftensupportsothers.• Initiatives:Proactiveandshowssomeinitiativewithinhis/herareaofresponsibilities.
3-FullyAchieved
•Goalachievement:Employeedeliversallagreeduponresultswithaperformance thatmeetsallexpectations against theagreedtargetsandtasks.
•DischargingJDaccountabilities:Meetsalltherequirements inregardstolevelofcompetence,deliversreliablyaccordingtodeadlines.
• Supervision:Fullyindependent.Requiredminimallevelofsupervisionfromtimetotime.• Initiatives:showingsomeinitiativesandproactivenessfromtimetotime.
2-PartiallyAchieved
•Goalachievement:Employeedoesn'tdeliverallagreeduponresults,doesn'tmeetallexpectationsandaccountabilities.•DischargingJDaccountabilities:Demonstratesmanyofthecompetencies (skills,knowledgeandbehaviors)requiredfortherolebutnotthefullrange.
• Supervision:Needssupervisionfromtimetotimetobeabletomeettherequirementsanddeadlines.• Initiatives:Hardlyshowsanyinitiative.
1-NotAchieved
•Goalachievement:Performancefailstomeetanyoftheexpectationsagainstthetargetsandtasks.•DischargingJDaccountabilities:Doesn'tdemonstratemanyofthecompetencies (skills,knowledgeandbehaviors)requiredfortherole.
• Supervision:Requiresclosesupervisiontobeabletodeliver.Can’tworkindependently.• Initiatives:Passiveemployeewithnoinitiativeatall.
PerformanceRecoveryPlans
ThePerformanceRecoveryplanisachancefortheemployeewhofailedtomeettheminimumrequirementsof
his/hergoalachievementstorecoverandmakeupthroughastructuredplan.
§ Applicabletothestaffwitharatingof1(notachieved)wheretheemployeeandtheOULshoulddiscussand
agreeonadevelopmentactionplantouplifttheemployee’sperformanceandrecoveryforthelastyear’s
shortage.
§ Astructuredplanshouldbedefinedasperthe“PerformanceRecoveryPlantemplate”fromHCM-
OrganizationDevelopmentDepartment.
§ Theplanshouldbesigned,documentedandtrackedevery3monthsuntilthefollowingendofyearannual
appraisal.
§ Iftheemployeestillcannotrecover,disciplinarymeasuresshouldbetakenbyHCM.
CareerManagement Page81
AppraisalGrievanceProcess
§ IncaseofdisagreementoftheemployeewiththefinalresultsoftheAnnualPerformanceAppraisal,
ComplaintsorGrievancesofemployeesshouldfollowthefollowingsteps:
FirstStep:
§ TheEmployeeshouldspeaktohis/herOULduringthefeedbackdialog.
§ IfanEmployeeandhis/herOULcannotreachapointofagreement,thentheSecondStepisapplicable.
SecondStep:
§ TheEmployeeshouldescalatetotheManager+1,oramemberoftheHCMOperationsDepartmentwhois
accountableforEmployeerelations.
§ TheHCMOperationsDepartmentmustresolvetheissuewithinthreeworkingdays.
Note:
§ Ifalltheabovestepsareunsuccessfulinsolvingthecase,theEmployeemayescalatehis/herissuetothe
grievancecommittee.
CareerManagement Page82
Training&Development
§ ThedevelopmentofemployeesistheresponsibilityoftheOUL,contrarytothemisperceptionthatHCM
shoulddevelopandtrainpeople.
§ Individualtrainingneedsareidentifiedbyeachemployee’sOUL.Theneedsshouldbereflectedonanannual
basistakingintoaccounttheoverallperformanceoftheemployeeandhis/herpotential.
§ TheOULshouldfocusonneedsthatimproveskillsandcompetenciesnotattendeeorbehavioralissue.The
latercanbechangedbyonetoonecoaching.
CareerManagement Page83
Medical/ClinicalScientificTraining
ScientifictrainingismainlymeantforPhysicianswhoareattendingmedicalconferencestoenhanceskills,
knowldgleorexperience.Forthispurspose,theleaveispaid.
§ Consultant:7calendardaysperyearwhichcanbetakeninto2-partsmaximumandcannotbe
carriedovertothefollowingyear.
§ SeniorSpecialist:7calendardaysperyearwhichcannotbetakenintopartsandcannotbecarried
overtothefollowingyear.
§ Specialist:7calendardaysevery2-yearswhichcannotbetakenintopartsandcannotbecarried
overtothefollowingyears.
CareerManagement Page84
NoticePeriod
Thenoticeperiodisappliedinallkindsofemploymentagreementsexceptinthecasesofterminationaccordingto
Article80andArticle81oftheSaudiLaborLaw.
§ Noticeperiodis60calendardays.
§ Noticeperiodshouldberespectedbybothpartiesaccordingtothebelowclassification:
§ Failingtofulfilthenoticeperiodmentionedabove,thepartywhoendedthecontractshouldpaythe
remainingdaysofthisperiodtotheotherparty.
§ TheChieforExecutiveDirectorcanapprovetowaveupto15daysfromemployeenoticeperiod.President
approvalisrequiredifit’sexceedsthat.
EndofEmploymentRelation Page85
EndofServiceBenefits(EOSB)Calculation
§ Upontheendoftheworkrelationship,thecompanyshallpaytheEmployeeanend-of-serviceawardofahalf-
monthwageforeachofthefirstfiveyearsandaone-monthbasewagefromthesixthyearofserviceonward.
§ WageisdefinedasBasicsalary,Housingallowance,TransportationallowanceandtheFunctionalAllowance
only.
§ Forthosewhoreceiveprovidedaccommodationandtransportation,andthosewhoreceivehousinginlieu,
theEOSBwilltakeintoaccountthegrade’sHousingallowanceinthecalculation.
§ IftheworkrelationendsduetotheEmployee’sresignation,theresigneeshallbeentitledto:
- NobenefitsiftheservicedurationislessthantwoyearsinaccordancewithArticle85oftheLaborLaw.
- Onethirdoftheawardafteraserviceofnotlessthantwoconsecutiveyearsandnotmorethanfive
years.
- Twothirdsifhisserviceisinexcessoffivesuccessiveyearsbutlessthantenyears.
- Fullawardiftheserviceisfortenyearsormore.
§ IftheworkrelationendsduetotheEmployee’sterminationaccordingtodismissalcasesinArticle80ofthe
LaborLaw,he/sheisnotentitledtoend-of-serviceaward.
§ IftheEmployeeortheemployerdecidesnottorenewafixedtermemploymentcontractupontheexpiration
date,theemployeewillbeentitledtofullendofservice.
§ Indefiniteemploymentcontracts(applicabletoSaudisonly)arealwayssubjecttoresignationcause
calculation.
EndofEmploymentRelation Page86
Indemnity
Indemnityisdefinedasasumofmoneypaidascompensationagainstcertainandspecificemployment
conclusions.Indemnityappliestobothpartiesasfollows:
§ PaidbythecompanytotheEmployee:
- One-monthwage
§ PaidbyExpatstothecompany(onlyinthefirstyear):
- Executive/ConsultantLevels: SR10,000
- OtherLevels: SR5,000
EndofEmploymentRelation Page87
EndofEmploymentRelationship
Theemploymentrelationshipmaybeconcludedbasedononeofthefollowingcauses:
§ Mutualagreement
§ Expiryofthecontractduration
§ Closingthecompany’sactivities
§ Decisionbygovernmentauthorities
§ Resignation
§ Retirement
§ Dismissal
§ Death
§ Sickness
§ Fulldisability
§ Companyliquidation
§ Redundancy
§ Company’sdiscretion
EndofEmploymentRelation Page88
EndofEmploymentRelationship–MutualAgreement
Insomecases,bothparties(i.e.EmployeeandtheCompany)holdthatitisbetterforemploymenttobeconcluded.
§ Usuallythiskindofagreementisdocumented.
§ Thisagreementcanhappenatanytimeduringthevalidityofthecontractualduration.
§ Noticeperiod: Requiredbybothparties
§ EOSB: Paidinfull
§ Indemnity: Notentitled
EndofEmploymentRelation Page89
EndofEmploymentRelationship–ExpiryoftheContractDuration
Ifthetermspecifiedinthecontractexpires.
§ Noticeperiod: Requiredbybothparties
§ EOSB: Paidinfull
§ Indemnity: Notentitled
EndofEmploymentRelation Page90
EndofEmploymentRelationship–ClosingtheCompany’sActivities
AtthediscretionoftheCompany’smanagement,a functionoranactivitycouldbeclosedoroutsourced,unless
thereisanotheragreement.
§ Noticeperiod: Requiredbybothparties
§ EOSB: Paidinfull
§ Indemnity: Entitled
EndofEmploymentRelation Page91
EndofEmploymentRelationship–DecisionbytheGovernment
Insomecases,thevisa/workpermitisnotdelivered,notrenewedorthereisanenforceddecisionbythegovernment
authoritiesforknownorunknownreasons.
§ Noticeperiod: Notrequired
§ EOSB: Paidfully
§ Indemnity: Notentitled
EndofEmploymentRelation Page92
EndofEmploymentRelationship–Resignation
ResignationoccurswhentheseparationisinitiatedbytheEmployeeonly.TheOULisresponsibleforexpendingthe
bestefforttoretainatalentedEmployee.ResignationmustbesubmittedtotheOUL.Noticeperiodisnotrequired
duringtheprobationaryperiod.Iftheresignationhappensaftertheprobationaryperiod,thenoticeperiodshould
berespectedaccordingtoEmployeegrade(pleaserefertothenoticeperiodsection).
§ Noticeperiod: Required
§ EOSB: PaidaccordingtotheperiodservicedinlinewithArticle85oftheLabor
Law
§ Indemnity: Notentitled
Note:
Thecompanywillnotprovidetheone-wayticketbackhometotheEmployeeintwocases:
- IftheEmployeeresignedduringtheprobationperiod
- IftheEmployeeresignedbeforetheendofthecontractperiod
EndofEmploymentRelation Page93
EndofEmploymentRelationship–Retirement
TheretirementageinSaudiArabiaisdifferentiatedbasedongender.Fakeeh.careisadoptingalongerperiod
approach.
GenderLaborLawinHijri
Calendar
LaborLawinGregorian
CalendarFakeeh.careinGregorian
Male 60 58.3 63
Female 55 53.4 63
- ExceptiontothiscanbegrantedtoPhysicianEmployeesonly.Employeesreachingtheretirementagewillbe
notifiedoneyearinadvance.
- Thosewhohaveserved300monthswithGOSIcanaskforanearlyretirementwithsupporteddocumentation
fromGOSI.
§ Noticeperiod: Requiredbybothparties
§ EOSB: Paidinfull
§ Indemnity: Notentitled
EndofEmploymentRelation Page94
EndofEmploymentRelationship–Dismissal
ThisisaCompanyinitiatedactionfollowingthoroughinvestigationanddiligence.Dismissalcanonlybebasedon
legallyvalidgroundsandguidedbyArticle80oftheSaudiLaborLaw.Thefollowingareexamples:
- If,duringorbyreasonofthework,theworkerassaultstheemployer,themanagerinchargeoranyofhis/her
superiorsorhis/herteammembers.
- Iftheworkerfailstoperformhis/heressentialobligationsarisingfromtheworkcontract,ortoobeylegitimate
orders,orif,inspiteofwrittenwarnings,he/shedeliberatelyfailstoobservetheinstructionsrelatedtothe
safetyofworkandworkersaspostedbytheemployerinaprominentplace.
- Ifitisestablishedthattheworkerhascommittedamisconductoranactinfringingonhonestyorintegrity.
- Iftheworkerdeliberatelycommitsanyactordefaultswiththeintenttocausemateriallosstotheemployer,
providedthatthelatterreportstheincidenttotheappropriateauthoritieswithin24hoursfrombeingaware
ofsuchanoccurrence.
- Iftheworkerresortstoforgeryinordertoobtainthejob.
- Iftheworkerisabsentwithoutvalidreasonformorethan30daysinoneyearorformorethan15consecutive
days,providedthatthedismissalbeprecededbyawrittenwarningfromtheemployertotheworkerifthe
latterisabsentfor20daysinthefirstcaseandfor10daysinthesecond.
- Iftheworkerunlawfullytakesadvantageofhis/herpositionforpersonalgain.
- Iftheworkerdiscloseswork-relatedindustrialorcommercialsecrets.
§ Noticeperiod: Notrequired
§ EOSB: Notentitled
§ Indemnity: Notentitled
EndofEmploymentRelation Page95
EndofEmploymentRelationship–Death
ThedemiseofanEmployeeisoneofthemostsensitivescenariosthatanyprofessionalorganizationcanface.The
Companywillhandlesuchsituationsinthemostdelicateway.
Naturally,theemploymentcontractisterminatedandthedateofdeathisconsideredthelastworkingday.
§ EOSB: Paidinfull
§ Indemnity: Notentitled
Note:RefertotheLifeInsurancesectionfordetails.
EndofEmploymentRelation Page96
EndofEmploymentRelationship–Sickness
Iftheemployeeexceeds120daysofsickleaveinthesameyearstartingfromthefirstsickleavedate,the
employmentrelationshipisbroken(pleaserefertotheSickLeavesection).
§ Noticeperiod: Notrequired
§ EOSB: Paidinfull
§ Indemnity: Notentitled
EndofEmploymentRelation Page97
EndofEmploymentRelationship–FullDisability
Disabilitymeansthattheemployeeisunabletoperformtheroleeffectively.AnEmployeemaybecomepartiallyor
totallydisabledduetoanillness,accident,orinjury.DisabilitymustbeattestedbyanauthorizedMedical
Authority.
Theemploymentcontractisterminatedandthelastworkingdayisconsideredastheoneinwhichthedisability
tookplace.
§ Noticeperiod: Notrequired
§ EOSB: Paidinfull
§ Indemnity: Notentitled
Note:RefertotheLifeInsurancesectionfordetails.
EndofEmploymentRelation Page98
EndofEmploymentRelationship–Redundancy
Redundancymaybecomenecessaryduetooperationalrequirementsasaconsequenceof:
- Economiccircumstanceswhichresultinthereductionofcertainfunctions/positions.
- Introductionofnewtechnology
- Restructuring.
- IntroductionofGovernmentalRegulationsthatmayeliminateorrestrictcertainrolesordepartments.
§ Noticeperiod: Required
§ EOSB: Paidinfull
§ Indemnity: Entitled
EndofEmploymentRelation Page99
EndofEmploymentRelationship–Company’sDiscretion
TheCompanymaydecidetoterminatetheemploymentrelationshipatitsowndiscretionwithoutgivingcauseor
justificationaftertheprobationaryperiodandwithinthecontractduration.
§ Noticeperiod: Required
§ EOSB: Paidinfull
§ Indemnity: Entitled
EndofEmploymentRelation Page100
Offboarding
WhentheEmployee’srelationshipisconcludedforanyreason,anOffboardingprocessmusttakeplacetoclearthe
leaver’sfile.
§ TheEmployeeisresponsibleforcompletingtheLeaverClearanceFormandreturningFakeeh.carebelongings,
equipment,toolsetc.
§ Physiciansmustcompletealltheirpendingmedicalrecordsnotlaterthanthreedaysbeforethelastworking
day.
§ Delayorfailuretocompletethefinalclearancepolicywillleadto:
- NoEOSBsettlement.
- NoExpatfinalexitvisa/Sponsorshiptransfer.
- Noemploymentcertificates.
PhysiciansClearanceduringleave:
§ VacationclearanceisamandatoryprocessandmustbecompletedbyallPhysiciansgoingonleaveforfive
daysorlonger.
§ ClearanceandpendingMedicalRecordsshouldstartthreeworkingdaysbeforethelastworkingdayofthe
leave.
§ Delayorfailuretocompletetheabovemayleadtodisciplinaryaction.
EndofEmploymentRelation Page101
ExpatsSponsorshipManagement
WetreatourExpatcolleaguesinafairandconsistentmannerwhenitcomestoSponsorship.Belowisourpolicy.
§ Grantedsponsorshiptransfer:
- ForExpatswhojointheCompanyviaasponsorshiptransfer(i.e.alreadyworkinginSaudiArabiabefore
joiningFakeeh.care).
- However,notransferisgivenifemploymenthasendedbasedondismissal.Finalexitonlywillapply.
- Relatedfee:TheCompanywillnotcoverthetransferfeetothenewemployer.
- Timeframe:
o Maximum60days,iftheseparationisinitiatedbytheCompany.
o Maximum30days,iftheseparationisinitiatedbytheEmployee.
§ NotGrantedsponsorshiptransfer:
- ForExpatswhowererecruitedfromoutsideSaudiArabiausingFakeeh.careworkvisasregardlessofwho
initiatedtheseparation,causeorservicetenure.
- Finalexitwithin30daysmaximum.
EndofEmploymentRelation Page102
ExpatsExitRe-EntryVisaManagement
§ SingleVisa:
- ThefeeofSAR200willbepaidtoExpatemployeesinJanuarypayrolleveryyear
- EmployeeisthenresponsibletosettlethefeeviaSADADe-bankingsystem
§ MultipleVisa:
ThisspecificVisaisgrantedaccordingtothefollowing:
Executiveteammembers Allotherlevels
Fees CoveredbytheCompany § CoveredbytheEmployee
Approval Pre-approved § DepartmentalDirector/
Chairpersonpre-approvalis
required
§ Approvalmeanstakingfull
responsibilityforany
consequences.
Note:
§ ApprovalforPhysicians
- GrantedonlyifthephysicianhasnopendingcasewithMOH.
- ProcessneedsChairpersonapprovalandCMO.
§ Duringweekends,exit/re-entryvisasrequiretheDepartmentalDirector/Chairperson’sapprovalaswell.
EndofEmploymentRelation Page103
GeneralGovernmentExpatsFee
§ Fakeeh.carewillpaySR2,000ofthesponsorshiptransferfee,anyextrawillbecoveredbytheCandidate.
§ IfanExpatEmployeemarriesaSaudinational,he/sheshouldtransferthesponsorshiptotheSaudispouseand
coverthefullfees.
§ WorkPermitfeesfortheEmployeeonlywillbesettledbytheCompany.
§ Changingprofession:
- AsneededbytheCompany,willbepaidforbytheCompany
- Personalpreference,willnotbeentertained
§ IftheEmployeeisaccompaniedbyfamilymembers,he/shewillbearthefeesofIstiqdam,Iqamaissuance,
Iqamarenewalandexit/re-entry.
§ AnyadditionalfeesannouncedbytheGovernmentwillbetreatedaccordingtotheannouncedrules.
Note:TheCompanyreservestherighttocancelanySingleorMultipleExit/re-entryVisaonacasebycasebasis.
§ PassportManagement:
- Employeesareresponsiblefortheirpassport’sandtheirdependents’passports’validityandrenewalfees.
- Oncerenewed,employeesmustinformtheHCMOperationsDepartmenttoupdatetheirrecords.
- PenaltiesassociatedwithdelaybytheEmployeeinupdatingtheHCMOperationsDepartmentwillbe
chargedtotheEmployee.
§ Municipality(Baladya)Card
- ApplicabletoEmployeeswhoareinvolvedinfoodhandlingandrelatedroles
- EmployeesareresponsibleforperformingtherequiredmedicalcheckupintheStaffHealthClinic
- Fakeeh.carewillpaytheissuanceandrenewalfeesandemployeeswillberesponsibleforanypenalties
causedbytheEmployee
- Employeeswhofailtocomplywiththeprocessguidelineswillbesubjecttodisciplinaryaction
- KitchenOULisresponsibleformonitoring,updatingandinitiatingdisciplinaryactionrequests
EndofEmploymentRelation Page104
RepatriatingofExpatEmployees
WhentheemploymentrelationshipofExpatriateEmployeesends,therepatriationcostandtreatmentwillbeas
follows:
§ TheCompanycoveredrepatriationcostfortheEmployeeanddependantsasdefinedinhis/herfamily
entitlementwhenendofemploymentisdueto:
- Mutualagreement
- Expiryofthecontractduration
- Closingthecompany’sactivities
- Decisionbygovernmentauthorities
- Retirement
- Death
- Sickness
- Fulldisability
- Companyliquidation
- Redundancy
- Company’sdiscretion
§ TheEmployeecoversrepatriationcostwhenendofemploymentisdueto:
- Resignation
- Dismissal
§ However,iftheEmployeedecidestostayinSaudiArabiaandjoinanotherlocalcompanythentheCompany
willnotcoveranyrepatriationexpenses.
§ Whatisincludedintherepatriationcost:
- One-wayticketforEmployeeanddependantsasdefinedinhis/herfamilyentitlement(basedon
Employeegrade).
- Andinthecaseofdeath,forthebodyofthedeceasedEmployee.
EndofEmploymentRelation Page105
EmployeesAssistantProgram
ProvidedbyMaabar(www.maabar.com)toFakeeh.careemployees,thisisavoluntary,confidentialand
complementarycounsellingserviceduringworkrelatedorsocialpsychologicalstress.Itisprovidedonareferral
basedprocessandfocusesonhelpingemployeestoenhancetheiroverallwellbeing.Itpioneersintervention
strategiesdesignedtogiveemployeestheopportunitytoaddresssubjectsofimmediateconcern,resolveissues
andimprovequalityoflife.
ThisserviceisalsoextendedtotheEmployee’sspouseandchildren.
§ Theentitlementisbasedonacalendaryearof12sessions.Extendedto3moresessionsbasedonthe
psychologicalstatusoftheEmployeeorthedependant.
§ AdditionalsessionsarepaidforbytheEmployee.
§ ThesessionsneedtobescheduledoffdutyhoursoftheEmployee.
Others Page106
IndividualGovernmentRelatedActivities
OtherthanwhatisbeingcoveredbytheCompanyaspartofitscontractualobligation,theCompanywillnotbe
abletoprovideadditionalservicestosupportemployeeswiththeirGovernmentEntitiesrelatedactivities.
Others Page107
Grievance&ComplaintsProcess
TheCompanyfollowsanadministrativechainofcommandindealingwithComplaintsandGrievances.Each
Employeeshallreferfirsttohis/herimmediateOUL.ComplaintsorGrievancesofemployeesshouldfollowthe
followingsteps:
FirstStep:
§ TheEmployeeshouldspeaktohis/herOULassoonastheissuearises;delayingsuchdiscussioncanaffectthe
Employee’sattitude,moraleandperformanceatwork.
§ IfanEmployeefeelsunabletospeaktohis/herOUL,because,forexample,thecomplaintconcernstheOUL,
thentheSecondStepisapplicable.
SecondStep:
§ TheEmployeeshouldescalatetotheSecondOUL,oramemberof theHCMOperationsDepartmentwho is
accountableforEmployeerelations.
§ TheHCMOperationsDepartmentmustresolvetheissuewithinthreeworkingdays.
Note:Ifalltheabovestepsareunsuccessfulinsolvingthecase,theEmployeemayescalatehis/herissuetothe
grievancecommittee.
Others Page108
Harassment&Bullying
Thepurposeofthispolicyistoensurethatallemployeesaretreatedandtreatotherswithdignityandrespect,
freefromharassmentandbullying.Allemployeesshouldtakethetimetoensuretheyunderstandwhattypesof
behaviorareunacceptableunderthispolicy.
Employeesshouldalwaysconsiderwhethertheirwordsorconductcouldbeoffensive,evenifunintentional.
TheCompanywilltakeallegationsofharassmentorbullyingseriouslyandaddressthempromptly(and
confidentiallywhereappropriate).HarassmentorbullyingbyanEmployeewillbetreatedasmisconduct.Insome
cases,itmayamounttogrossmisconductleadingtodismissalunderarticle80oftheSaudiLaborLaw.
WhatisHarassment?
Harassmentisanyunwantedphysical,verbalornon-verbalconductthathasthepurposeoreffectofviolatinga
person’sdignityorcreatinganintimidating,hostile,degrading,humiliatingoroffensiveenvironmentforthem.A
singleincidentmayconstituteharassment.Italsoincludestreatingsomeonelessfavorablybecausetheyhave
submittedorrefusedtosubmittosuchbehaviorinthepast.
Unlawfulharassmentmayinvolveconductofasexualnature(sexualharassment),oritmayberelatedtothe
victim’sgender,race,color,nationality,ethnicornationalorigin,religion/belief,orage.Harassmentis
unacceptableevenifitdoesnotfallwithinanyofthesecategories.
WhatisBullying?
Bullyingisoffensive,intimidating,andmaliciousorinsultingbehaviorinvolvingthemisuseofpowerandwhichcan
makeapersonfeelvulnerable,upset,humiliated,underminedorthreatened.Powerdoesnotalwaysmeanbeing
inapositionofauthority,butcanincludebothpersonalstrengthandthepowertocoercethroughfearor
intimidation.Bullyingcantaketheformofphysical,verbalandnon-verbalconduct.
Harassmentmayinclude,butisnotlimitedto:
§ Unwantedphysicalconductincludingtouching,pinching,pushing,grabbing,brushingpastsomeone,invading
theirpersonalspace,andmoreseriousformsofphysicalorsexualassaults.
§ Unwelcomedsexualadvancesorsuggestivebehaviour(whichtheharassermayperceiveasharmless),and
suggestionsthatsexualfavoursmayfurtheracareerorthatarefusalmayhinderit.
§ Offensiveorintimidatingcommentsorgestures
§ Insensitivejokesorpranks;racist,sexistorageistjokes
§ Derogatoryorstereotypicalremarksaboutaparticularethnicorreligiousgrouporgender
§ Sendingordisplayingprofaneandoffensivematerialinanyformorshapeusinganymediaorcommunication
tools
Bullyingmayinclude,butisnotlimitedto:
§ Shoutingat,beingsarcastictowards,ridiculingordemeaningothers
§ Physicalorpsychologicalthreats
§ Overbearingandintimidatinglevelsofsupervision
§ Inappropriateorderogatoryremarksaboutsomeone’sappearance
§ Abuseofauthorityorpowerbythoseinpositionsofseniority
Note:WorkrelatedinstructionsandconstructivecriticismofanEmployee’sperformanceandbehaviorarenot
consideredbullying.
ProcessforReportingHarassmentorBullying:
Theaggrievedshouldinformtheharasser/bullydirectlythattheconductisunwelcomedandmuststop.
§ Iftheaggrievedhasconfrontedtheharasser/bullydirectlytostopbutthebehaviourcontinues,thenhe/she
shouldreporttheincidenttoamemberoftheHCMOperationsDepartment.
§ Iftheaggrieveddoesnotfeelcomfortableconfrontingtheharasser/bullydirectly,he/sheshouldreportthe
incidenttoamemberoftheHCMOperationsDepartment.
§ However,anyharassmentorbullyingcanbereportedtotheHCM–ExecutiveDirectordirectly.
CompanyInvestigation:
TheCompanywillinvestigateallharassmentandbullyingclaimspromptlyandthoroughlyregardlessofwhothe
allegationisagainst.
§ TheHCM–ExecutiveDirectorisresponsibleforconcludingandactingswiftlyandappropriatelywithanaction
ontheoutcomeoftheinvestigation.
§ TheCompanywillhandlethecasewiththeutmostconfidentiality.
§ TheCompanywillinformtheallegedvictimandharasser/bullyabouttheresultsoftheinvestigationandthe
stepsthattheCompanywillbetakinginresponse.
ProhibitionagainstRetaliation:
TheCompanydoesnotpermitorcondoneretaliation.Noonewillsufferanyadverseconsequencesasaresultof
bringingtheharassmentand/orbullyingtotheCompany’sattention.Therewillbenoretaliationforeither
reportingtheharassment/bullyingorforcooperatingintheinvestigationofthereport.AnyEmployeeresponsible
forretaliatoryconductwillbesubjecttoseveredisciplinaryaction.IfanEmployeebelievesthatheorsheisbeing
retaliatedagainst,theEmployeeisencouragedtoreporttheretaliationusingthesameprocessabove.
Others Page110
EmploymentofRelatives
Employmentofrelativescreatesanopportunityforconflictofinterestandcanundermineandcompromisea
productiveworkenvironment.Itcouldpotentially:
§ Questionleadershipcredibilityanddecisionmaking.
§ Createfavouritismandnepotism.
§ NegativelyimpactEmployeemorale.
However,relativesmaybeconsideredforemploymentbasedontheirownmeritswherethefollowingguidelines
mustbestrictlyfollowed:
§ TheEmployeewhoserelativeisaCandidateshouldnotinterveneinorinfluencethehiringprocess.
§ Noadditionalconsiderationwillbeprovidedtorelativesashiringdecisionsshouldbemadebasedonlyonthe
Candidate’scredentialsandexperience.
ThefollowingguidelinesapplyifaCandidaterelativepassestherecruitmentprocess:
§ RelativescannotworkinthesameDepartment.
§ Relativescannotbeinthesamechainofcommand.
§ Employeescannotparticipateintheappointment,compensation,orevaluationofarelativeoranyfuture
transaction.
§ Relatedemployeesmustnotrepresentorfollowuponeachother.
Note:Notfollowingtheseguidelines,whereanEmployeetriestoinfluencethehiringofhis/herrelativeinany
shapeorformwillbesubjecttodisciplinaryaction.
Others Page111
DressCode
Employeesareexpectedtoexercisegoodjudgmentinadoptingaprofessionalstandardofbusinessattire.Itis
essentialthatallemployeesportrayprofessionalismintheirattireatalltimesandtheattireshouldbewornin
accordancewithacceptablelocalpracticesandprofessionalstandards.
Physicians:
AllphysicianshouldwearaFakeeh.carelabcoat.
MalePhysicians:
§ SaudiAttire(Thobe).
§ Businessattire(shirtwithcollar,trousers;suitjacketsareoptional).
§ Nojeans.
FemalePhysician:
Business/professionaltrousersorlongskirtwithaconservativeshirt.
Clinical&Nursing:
TheprovidedFakeeh.careprofessionaluniform.
PatientFacingRoles:
Regardlessofnationality,theprovidedFakeeh.careprofessionalbusiness/professionalsuits.
OtherRoles–NotPatientFacing:
MaleEmployee:
§ SaudiAttire(Thobe).
§ Westernattire(shirtwithcollar,trousers;suitjacketsareoptional).
FemaleEmployee:
§ DarkcolouredAbayasandanappropriatehead-cover.(NoopenorwraparoundAbayasthatarenotsuitable
fortheworkenvironment).
§ IfthestaffprefertowearsuitstheyshouldcomplywithFakeeh.careformalsuits.
Otherguidelines:
Male:
§ Business/professionalfootwearindarkcolours.Sandalsandflip-flopsareunacceptable.
§ Hats/Capsareunacceptable.
Female:
§ Closetoedshoesnothigherthan2-3inches.Sandalsandflip-flopsareunacceptable.
§ Scarfsshouldbeconservativewithreasonablecolours.
§ Daytimelightmake-upistobeworninasimpleandprofessionalmanner.
§ Perfumes/scentsandotherfragrancesmaybewornbutmustbeminimalandlight.
§ Flashyhighlightedhaircolourisunacceptable.
§ Flashynailpolish/artificialnailsareunacceptable.
HairStyleforMalesandFemales:
§ Clean,neat,conservativestylesandinprofessionaltaste.
§ Nohairglitterorsparklingaccessories.
Note:
§ Alostordamageduniformwillbereplacedfora150SARfee.
§ Non-Compliancewithdresscodewillbesubjecttodisciplinaryaction.
Others Page113
DisciplinaryAction
Thispolicyaimstoprovideafairanddisciplinedworkenvironment.It isexpectedthatemployeesadheretothe
Company’srules,processandguidelines.Notfollowingthesewillbesubjecttothedisciplinaryactionprocess.
Theultimategoalofthispolicyistoimprovetheperformanceandpromotepositivebehavior.
§ ItisimportantfortheOULtogiveinstantfeedbackandcoachingoncethereisadeviation.Thisgivesaclear
messageaboutunacceptablebehaviour/conduct.
§ Incaseofrepeatedandneglectedactions,theOULmaygiveaverbalwarningpriortotransferringthecaseto
HCMforaformalinvestigation.ItisanexpectedstepfortheOULtomaintainahealthyworkrelationship
betweentheteammembers.
§ Thefollowingarethedisciplinaryactionsandtoolsusedasatoolkittoimproveperformance/behaviour:
Responsibility Tool/Punishment Description
OUL
Feedback Shouldbecontinuous,aseventshappen
Coaching Awaytoaskquestionsratherthanprovideanswersandletthe
Employeereachthedesiredconclusiononhis/herown
Verbalwarning FlagraisedbytheOULtotheEmployeesignalingthatthenexttime
thecasewillbereportedofficially.OULsmaydocumenttheverbal
warningtotheEmployee’semail.
HCM
Writtenwarning Aletterthatincludesthereasonandthecorrectiveaction.
Finalwrittenwarning Aletterthatincludesthereasoncorrectiveaction,improvement
requiredanditstimescaleandconsequences,andthatanother
repetitionislikelytoresultindismissal.
Salarydeduction Anotificationwithspecificamount/percentageofsalarydeduction
accordingtothetableofpenalties(below).
Suspendpromotion Promotionpostponedtothenextyear.
Suspendannual
increment
ExcludetheEmployeefromtheannualincrementprocess.
Worksuspension
withoutpay
SuspendtheEmployeefromworkwithoutpayforamaximumof5
days.
Dismissal AccordingtothepolicyintheDismissalSection
• Theabovetools/punishmentsdonotneedtobefollowedinorder.Somecasesmayresultindismissaldirectly;
somewillconcludebyapplyingasalarydeductionetc.
• Anypunishmentsthatexceedaone-daysalarydeductionormorethanawarningletterinseverity,mustbea
conclusionofawritteninvestigationtogivetheEmployeeanopportunitytodefendhis/hercase.
• Itisnotallowedtoapplymorethanonepunishmentforthesamecaseatthesametime.
• IftheEmployeerepeatsthesamebehaviourwithin180days,thecompanyhastherighttoescalatethe
severityofdisciplinaryaction.
Others Page115
TableofPenalties
ViolationTypeDisciplinaryAction(DeductionPercentageofDailyWage)
1ttime 2ndtime 3rdtime 4thtime
Reportingtoworkupto15minutes
afterstartofworkinghourswithout
permissionorajustifiedreason;when
suchdelaydoesnotaffectthe
performanceofotheremployees
Written
Warning5% 10% 20%
Reportingtoworkupto15minutes
afterstartofworkinghourswithout
permissionorajustifiedreason;when
suchdelayaffectsotheremployees
fromexecutingtheirduties
Written
Warning15% 25% 50%
Reportingtowork15-30minutesafter
startofworkinghourswithout
permissionorajustifiedreason;when
suchdelaydoesnotaffectthe
performanceofemployees
10% 15% 25% 50%
Reportingtowork15-30minutesafter
startofworkinghourswithout
permissionorajustifiedreason;when
suchdelayaffectstheperformanceof
otheremployees
25% 50% 75% 1day
Reportingtowork30-60minutesafter
startofworkinghourswithout
permissionorajustifiedreason;when
suchdelaydoesnotaffectother
employeesfromexecutingtheirduties
25% 50% 75% 1day
ViolationTypeDisciplinaryAction(DeductionPercentageofDailyWage)
1ttime 2ndtime 3rdtime 4thtime
Reportingtoworkmorethan60
minutesafterstartofworkinghours
withoutpermissionorajustified
reason;whensuchdelayaffectsthe
performanceofotheremployees
30% 50% 1day 2days
Reportingtoworkmorethan1hour
afterdesignatedworkinghours
withoutpermissionorajustified
reason;whethersuchdelayaffectsor
doesnotaffectemployeesfrom
executingtheirduties
Written
Warning
1day
2days
3days
Leavingtheworkplace,ordeparting
15minutespriortoendofdesignated
workinghourswithoutpermissionora
justifiedreason
Written
Warning
10%
25%
1day
Leavingtheworkplace,ordeparting
morethan15minutespriortothe
timedesignatedwithoutpermissionor
ajustifiedreason
10%
25%
50%
1day
Absencefromworkwithoutawritten
permissionorajustifiedreasonfor
onedayinacontractualyear
2days 3days 4days
One-time
deprivation
fromPromotion
orIncrement
Continuousabsencefromwork
withoutwrittenpermissionora
justifiedreasonfor2-6daysina
contractualyear
2days
3days
4days
One-time
deprivation
fromPromotion
orincrement
Continuousabsencefromwork
withoutwrittenpermissionora
4days
5days
One-time
deprivation
from
Termination,
withEOSif
absentdaysdo
ViolationTypeDisciplinaryAction(DeductionPercentageofDailyWage)
1ttime 2ndtime 3rdtime 4thtime
justifiedreasonfrom7-10daysina
contractualyear
Promotionor
Increment
notexceed30
days
Continuousabsencefromwork
withoutwrittenpermissionora
justifiedreasonfrom11-14daysina
contractualyear
5days
One-time
deprivation
from
Promotionor
Increment
andFinal
Warningasper
Article80of
theLaborLaw
Termination
asper
Article80
oftheLabor
Law
---
Discontinuingworkwithoutajustified
reasonformorethan15consecutive
daysinacontractualyear
Termination
withoutEOS
following
awritten
warningafter
10daysof
beingabsent
asperArticle
80oftheLabor
Law
Intermittentabsencefromwork
withoutajustifiedreasonformore
than30daysinacontractualyear
Termination
withoutEOS
following
awritten
warningafter
20daysof
absenceasper
Article80of
theLaborLaw
ViolationTypeDisciplinaryAction(DeductionPercentageofDailyWage)
1ttime 2ndtime 3rdtime 4thtime
Acceptingvisitorsintheworkplacefor
non-businessmatters,withoutprior
permissionfrommanagement
Written
Warning10% 15% 25%
UsingCompanyequipmentandtools
forpersonalpurposeswithout
permission
Written
Warning10% 25% 50%
Gettinginvolvedillegally,inany
activitythatisnotwithinthe
Employee’sjurisdiction
50% 1day 2days 3days
TearingordamagingCompany
advertisementsorannouncements2days 3days 5days
Termination
withEOS
Negligenceinpreservingitemsunder
custody,suchascars,machines,
devices,equipment,toolsetc.
2days 3days 5daysTermination
withEOS
Sleeping/nappingattheworkplaceWritten
Warning10% 25% 50%
Sleepingatplaceswherevigilanceis
imperative50% 1day 2days 3days
Tamperingwiththeattendance
system1day 2days
One-time
deprivation
from
Promotionor
Increment
Termination
withEOS
Disobeyingworkregulationsor
ignoringinstructionsrelatedtowork25% 50% 1day 2days
Encouragingdisobediencetowritten
workregulations2days 3days 5days
Termination
withEOS
Negligenceatworkthatcouldresultin
harmingEmployeehealth,safetyand
equipment
2days 3days 5daysTermination
withEOS
ViolationTypeDisciplinaryAction(DeductionPercentageofDailyWage)
1ttime 2ndtime 3rdtime 4thtime
Quarrellingwithcolleagues,or
provokingorparticipatinginariotin
theworkplace
1day 2days 3days 5days
Reportingfalsehealthclaimsor
injuriescausedattheworkplaceoras
aresultofwork
1day 2days 3days 5days
Refusingamedicaltestorderedbythe
Company’sDoctor,orfailingtofollow
medicalinstructionswhileunder
treatment
1day 2days 3days 5days
Failuretofollowhealthinstructions
postedattheworkplace50% 1day 2days 5days
RefusingCompany’sinspectionwhen
leavingtheworkplace25% 50% 1day 2days
Failuretosubmitcollectedmoneyfor
theCompany’saccountwithin
scheduledtimeframeswithno
justifiedreason
2days 3days 5daysTermination
withEOS
Intentionalsecludedinteractionwith
theoppositegenderintheworkplace
2days 3days 5daysTermination
withEOS
Usinglanguageorgesturesthatimply
insult
2days 3days 5daysTermination
withEOS
Assaultingaco-workerverbally,orby
usingelectroniccommunicationto
insultordegradeothers
2days 3days 5daysTermination
withEOS
ViolationTypeDisciplinaryAction(DeductionPercentageofDailyWage)
1stTime 2ndTime 3rdTime 4thTime
Sexuallyharassing,physically
assaultingorharming/insultingaco-
workerorothers
Termination
withoutEOS,
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Submittingafalseormalicious
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Others Policyreference#ifany Page121
AccreditationPolicies
VerificationofRelevantCredentials
1. Purpose:1.1. To standardize the process of primary source verification prior to appointment and through the
probationaryperiod.1.2. Todiscourageclaimsoffalsecredentials
2. Definitions/Abbreviations:
2.1. Allied Healthcare staff: are those staff who provide patient care and whom Saudi Commission forHealthcareSpecialist(SCFHS)hasidentifiedasrequiringlicensureforpracticeintheKingdomofSaudiArabia.Theseusuallyincludedentalassistants,ECGtechnicians,CSSDtechnicians,radiologytechnicians,physicaltherapists,laboratorytechnicians,catheterizationlaboratorytechnicians,dietitians,optimetrytechnicians,socialworkers,pharmacists,andclinicalpsychologists.
2.2. Credentials: are a Hospital staff member/candidate’s documentation of education, clinical training,licensure,experience,currentcompetence,healthstatus,andethicalbehavior.
2.3. Medicalpractitioners:referstoallphysiciansanddentistsonly.2.4. Organizational unit leader: ExecutiveDirectors, Chiefs,DepartmentalDirectors, ServiceDirectors and
UnitManagers.2.5. Primary Source Verification: is verification sent to the entity which has first-hand knowledge of the
informationthatneedstobeverified.2.6. RecruitmentAgency:Abusinessfirmchargesafeeforprovidinginformationandplacementservicesto
candidatesseekingemploymentand/orclientslookingforqualifiedcandidates.2.7. References:referstoothermembersoftheapplicant’sprofessionwhohaveworkedwithorobserved
theapplicant;whoareknowledgeableabouttheapplicant’scompetence,ethnicalcharacter,andotherqualifications.
2.8. SCFHS: is an abbreviation for Saudi Commission for Health Specialties, an institute that enables allmedical&clinicalstafftopracticetheirhealthcareprofessionsinSaudiArabia.
2.9. Data Flow: an institute that validates credentialing information from the institution that originallyconferredorissuedthecredentialtoanyhealthprofessional.
3. Policy:3.1 Verificationofcredentialsisrequiredfor:
3.1.1 Allmedicalpractitioners,3.1.2 Allnursingandalliedhealthcareworkers,3.1.3 Organizationalunitleaders(ExecutiveDirectors,Chiefs,DepartmentalDirectors,ServiceDirectorsand
UnitManagers),and3.1.4 Selectedadministrativestaffmembers(HumanResources,Finance,andInternalAuditstaff).
3.2 Credentials requiring primary source verification shall include the highest post-secondary degree, diploma orcertificate, fellowships, memberships, professional license, registration, and relevant training and experiencecertificates.
3.3 TheHumanResources(HR)Departmentshallnotroutinelyperformprimarysourceverificationofcredentialspriortoapprovinganapplicantforanemployment.3.3.1 Primarysourceverificationwillbeperformedwhenthecandidateisdeterminedforhire.
3.4 Onceacandidateisselectedforhire,he/shewillbeaskedtocompleteadataflowapplicationforverificationofqualifications,licensureandexperienceifnotpreviouslyavailable.
3.5 Forexistingemployeesthefollowingwillapply:3.5.1 NewhireswithaSCFHSfileunderpreparationwillberequestedtoregisteralldocuments,qualifications,
licenseandexperiencewithdataflowforverification.3.5.2 LongtermemployeesapplyingtoreregisterforSCFHSwillberequestedtoapplyforverificationofany
documentsnotpreviouslyverified.
3.6 Primarysourceverificationshallbealsoinitiatedforpromotionsmadebasedonnewcredentials.3.8 ForSaudinationalswhoacquiredtheircertificationfromSaudiArabia,credentialsdonotneedtobeverifiedas
longasoriginalcopiesarepresented.3.9 Appropriate actions, up to and including termination of employment, shall be initiated for falsification of
credentials.4. Procedure:ProcedureSteps Responsibility4.1 Primary source verification is performed when the candidate is identified to pass
through the Hiring Process (for all applicants listed in item 2.1) and through theCredentialingandPrivilegingCommittee(formedicalpractitionersonly).
CredentialingandPrivilegingCommittee
4.2 Asper theSaudiCommission forHealthcareSpecialist (SCFHS) regulations, theSaudiEmbassyinthecountryoforiginensuresauthenticityoftheacademicandexperientialcertificatesandattestsvaliditypriortostampingthecandidatepassportwithavisa.
SCFHS
4.3 Inadditionnewcandidateswillbeasked tosubmit their licensure,qualificationsandexperiencecertificatestodataflowforverification.Thecandidateisresponsibleforthecostoftheverificationandmustsubmitthesubmissionreceipttotherecruitmentteamasevidencetheyhavestartedtheprocess
RecruitmentOfficer
4.4 Anynewhire already on board that hasn’t submitted thementioneddocuments forverificationwillbeaskedtodosobytherelevantemployeerelationsofficer.Thiswillincludeanyinternationalhireorsponsorshiptransferhiredinamedicalclinicalcapacity.Theemployeeisresponsibleforanycosts
EmployeeRelations
Officer
4.5 AnyexistingemployeethathaspreviouslyregisteredwithSaudiCommissionandhavealreadycompleteddataflowverificationofqualificationswillbeaskedtocompletetheverificationprocessforexperienceandlicensurewhenresubmittingSCFHSrenewal.Theemployeeisresponsibleforanycosts.
Employee
4.6 Employees must submit receipt of submission of documents for verification to theEmployee Relations Officer at the time of submission and must follow up theirapplicationandsubmittheverificationcertificatetoHRwhenavailabletobeplacedontheemployeefile
Employee
4.7 Inthecaseofnewhires,theverificationprocessshouldbecompleteandalldocumentsverifiedbeforetheendofprobationaryperiod.
Employee
4.8 Employees who do not provide evidence of verification of all documents may beconsidered unsuitable to pass probation. Such individualswill be referred to theHRDirectorforaction.
HRDirector
4.9 Dataflowverificationiscurrentlyaonceinalifetimeprocess. 4.10 Foremployeesseekingre-employmentatDSFHCompany,credentialsthathavebeen
alreadyverifiedintheprevioushiringprocessanddocumentedintheirpersonnelfiledonothavetobeverifiedagain.4.10.1 Only new credentials, acquired after termination of employment at DSFH
Company,willbeverifiedforanyre-employmentapplications.
Employee
4.11 TheHumanResourcesDepartmentwill:4.11.1 Ensureemployeescompleteverificationprocesses4.11.2 Provide technical and administrative information to assist staff with the
process.4.11.3 Notify theemployeeof anydiscrepancy identifiedand requestexplanation
fromtheemployee.4.11.4 Takeactionagainstemployeeswithfalsecredentials.
HumanResources
Department
4.11.5 Keeptheoriginalcredentialsverificationdocumentsonfile.4.12 ConsequencesofFalsification:
4.12.1 Upondiscoverythatanemployeeprovidedfalseormisleadinginformation,oromittedinformationrelatedtoeducationandprofessionalcredentials,theHR Director and the Organizational Unit Leader should work with theEmployee Relations Department to determine the appropriate disciplinaryaction.
4.12.2 Confirmed falsification of required credentials will result in immediatedismissal.
HRDirector
EmployeeRelations
Officer
OUL
4.13 Dataflowprocess:4.13.1 Employeesareresponsibleforcompletingdataflowsubmissionprocedures.4.13.2 Acopyof thedata flowreceipt shouldbegiven to theEmployeeRelations
OfficerifthemedicalstaffhasalreadymadethedataflowbeforejoiningDSFHCompany.
4.13.3 ForemployeeswhohavenotpreviouslysubmitteddocumentstodataflowforverificationEmployeeRelationsOfficerwillassistemployeeswiththeprocessifneeded.
4.13.4 Inadditiontotheapplicationformemployeesneedtosubmitthefollowingdocumentstodataflow4.13.4.a CopyofPassport4.13.4.b CopyofEducationalCertificates4.13.4.c CopyofLicensurefromhomecountry4.13.4.d CopyofExperienceCertificates
4.13.5 AfterReceivingDataflowreceiptfromdataflowoffice,acopywillbeattachedtomedicalstaffSCFHSfileinordertocompletetheprocessandtobeclassifiedbySCFHSoffice.
4.13.6 Forfollowingupregardingthesubmittedapplication,anemailwillbesenttoscfhs@dataflowgroup.comquotingtheSCFHSreferencenumbermentionedinthepaymentreceipt.
4.13.7 Resultwillbeavailableafter35workingdaysapproximately.4.13.8 Employees must follow up and obtain the verification certificate from
DataflowonceitisavailableandprovideHREmployeerelationsOfficerwithacopy.
4.13.9 DataFlowdirectlyinformsSCFHSofanyinvalidqualificationsandSCFHSDwillblacklistthecandidateandinformthehospital.
4.13.10 In case notification is received from SCFHS regarding unqualified staff aninvestigationwillbedoneandafterthathewillbeterminated.
4.13.11 DataflowCharges:Employeesareresponsibleforallcostsrelatedtodataflow.4.13.12 Thecostoftheprocesscanbefoundonthedataflowsite4.13.13 The Employee Relations Officer will be happy to inform staff of any costs
associatedwithdataflowbytelephoneoremail.
EmployeeRelations
Officer
Re-contractingPolicy
1. Purpose:1.1. Todelineatestepsthatmustbemetpriortocontractrenewaldateandthatareessentialpre-requisite
forrenewingcontractsofDSFHstaff.1.2. Toensurethatthestatusoflicensesandgovernmentdocumentsarecheckedatregularpointsafter
employment.1.3. Toensurethatstaffareperiodicallyre-orientedandeducatedonimportantsafetytopicsandon
policiesandcompetenciesrelatedtotheirscopeofwork2. Definitions:
2.1. DirectReport:SeniorMembersoftheOrganizationAdministrativestaffwhoreportdirectlytotheCEOorThePresidentandChairmanoftheBoard
2.2. OrganizationalUnitLeader:Referstothehighestrankingleaderofaparticularorganizationalunitwhodirectlyreportstothechiefoftheapplicabledivision,ortotheCEO
3. Policy3.1 DSFHhasestablishedthemandatoryretirementageas63yearsforallpermanentstaff3.2 Employeeswhohavereachedmandatoryretirementagearenotrequiredtocompletethere-contracting
processes3.3 Forstaffeligibletore-contractthecontractrenewalprocesswillbegin3monthspriortothecontractrenewal
date
4. ProcedureProcedureSteps Responsibility
4.13monthsbeforecontractrenewaldatetheemployeeandOULwillreceiveanautomatedremindertocompetetheelectroniccontractrenewalchecklist
EmployeeRelationsOfficer
4.2Theemployeemustfollowallthestepsofthere-contractingprocessthroughthesystemandmustensurethestepsarecompletefourweeksbeforecontractrenewaldate
DirectReport
4.3Employeeswhohavealreadyreached63yearsofageduringthecontractyearwillnotcompletethecontractrenewalprocessunlesstheyhaveexceptionfromCEOtore-contract.Theyshouldproceedaspertheresignationpolicy
Employee
4.4
Completingthechecklistonlineisnotenough.Inadditiontheemployeemustvisitthefollowingservicesandphysicalcompletearetraining/reorientation
4.4.1 Staffclinic:Thestaffclinicnursegivesthere-contractingstaffanyoverduevaccineandperformsanypendingscreeningtestsandsignsofftheelectronicchecklist(RefertoDSFHStaffImmunizationandScreeningforInfectionspolicyFMED-APP-002).Staffclinicsignsthestaffclinicpart.
StaffClinic
4.4.2 Infectioncontroloffice:TheICcoordinatorordesigneegivesthere-contractingstaffaquickre-orientationonDSFHmostrelevantinfectioncontrolprinciplesandpoliciesandsignsofftheelectronicchecklist
InfectionControl
Coordinator4.4.3 Safety office: Re-contracting staff then visit the Safety office. The Safety
Officergivesthere-contractingstaffare-orientationonDSFHmostrelevantpolicies andprinciplesonFireand facility safety.He/she coordinateswithRadiationSafetytoprovidetheRadiationSafetyupdatecomponentandthentheysignofftheelectronicchecklist
SafetyOfficer
4.4.4 Quality andRiskManagement: It is the responsibility ofQuality and RiskManagementtoupdatetheemployeeonrelevantnewpoliciesandprovidean update of QRM functions. Quality and RiskManagement signs off theelectronicchecklist
QRM
4.4.5 ForMedicalNursingandallHealthCareProviderstaff:LifeSupportTrainingCentre:TheLifeSupportTrainingCentreEducatorchecksthevalidityofthelifesupportcertificationandarrangestrainingforstaffwhosecertificationisout of date or who have not had the required training. The Life SupportTrainingCentreServiceDirectorsignsthecontractrenewalchecklist4.4.5.a All required staff can take recertification within 3 months of
certificateexpirydate.
LifeSupportTraining
Educator
4.5ITprovidesHRwithamonthlycompletionreportshowingwhohascompletedthere-contractingrequirements
ITdepartment
ObtainingSaudiCommissionClassificationandMOHLicensure
1. Purpose:1.1. TodescribeandregulateallthestepsandprocessestobecompletedinordertoobtainSaudi
CommissionforHealthSpecialtiesRegistration(SCFHS)inordertoenableMOHLicensureforstaffwithprofessionaldesignations.
2. Definitions/abbreviations:
N/A3. Policy3.1 ItisthepolicyofDSFHtoensurethatallprofessionallydesignatedmedicalandnursingstaffandalliedhealthcare
workersobtainthemandatoryMinistryofHealth(MOH)licensetopracticefollowingcompletionofSaudiCommissionforHealthSpecialties(SCFHS)Registration.
3.2 AnemployeeshallsitforthefirstSaudiCommissionclassificationexamwithinthreemonthsofregistrationwithSCFHS.
3.3 IfanemployeefailstoachieveSCFHSclassificationwithinthefirst6monthsofthedateofregistrationwithSCFHS,he/sheshallnotbeallowedtopracticewithintheirprofessionaldesignationinSaudiArabia.
3.4 Fornon-Saudistaff,SCFHSclassificationshallberenewedeverythreeyears.InordertobeeligibletorenewSCFHSclassification,theconcernedstaffmustprovideevidenceofContinuingEducation(CE)Hoursobtainedsincethelasttimeclassificationtookplaceasfollows:3.4.1 90.CEhoursforphysiciansanddentist3.4.2 60CEhoursforpharmacists3.4.3 60CEhoursforspecialistfromclinicaldivisions3.4.4 45CEhoursfornurses3.4.5 30CEhoursfortechnicians
3.5 It is the responsibility of new graduates and those repeating the examination to register with SCFHS, pay allassociatedfees,andbesuccessfulatexaminationwithinthestipulatedtimeframe.
3.6 IfSCFHSclassificationcertificationisnotobtainedinfirstsixmonthsforMedical&ClinicalStaff,theSCFHSwillblacklisthim/her.NEW
3.7 Medical & Clinical Staff who have been issued temporary license must undertake the accreditation exam“PROMETRIC/PEARSON”within6monthsofjoiningtoobtainSaudiCouncilcard&classificationcertificate.NEW
3.8 Newemployees(Medical&ClinicalStaff)whohavevalidSCFHSarenotrequiredtoissueSCFHSlicenseduringhiringtimeifitisvalidformorethanthreemonthsNEW
4. ProcedureProcedureSteps Responsibility4.1 SCFHSRequirementsPreparationforNewEmployee
4.1.1 On a daily basis, Employee Relations Officer will print the newly hiredemployeereportthroughOracleandcompareitwiththefollowingoutputsthathavebeenresultedfromtherecruitmentprocess(Policy#HRD-OPP-105):4.1.1.a RecruitmentChecklist4.1.1.b NewlyhiredemployeesE-mail4.1.1.c NewlyhiredemployeesdocumentscannedontheSmartScan
Application.
EmployeeRelationsOfficer
4.1.2 Within 2 working days, Employee Relations Officer will review newemployeedocumentsfilesthroughSmartScanApplicationandensurethatallrequireddocumentsforSCFHSregistrationareavailable
EmployeeRelationOfficer
4.1.3 Withinthesame2workingdays,iftheEmployeeRelationsOfficernoticedsomerequireddocumentsnotavailable; theEmployeeRelationsOfficerwillasktheemployeetosubmitthesedocumentsbyE-mailcopyingrelatedOULandHRDirectorgiving theemployee3workingdays tosendthesedocuments.
EmployeeRelationOfficer
4.1.4 EmployeeRelationOfficerwillfollowupwiththeemployeeuntilreceivingtherequireddocumentandescalatetoHRDirector,OULifdocumentsnotsubmittedwithingiventime
EmployeeRelationsOfficer
4.1.5 Oncetherequireddocumentshavebeenobtainedfromtheemployee,theEmployeeRelationsOfficerwillsendthesedocumentstotheHRclerktouploadintheSmartScanApplicationandensureitisuploadedwithinoneworkingday
EmployeeRelationsOfficer&HRClerk
4.1.6 Inoneworkingday,EmployeeRelationsOfficerwillpreparethelistofemployeeswithrequiredpaymentstoSCFHSfornewemployeeswhohavecompletedtherequireddocumentsforSCFHScertificate
EmployeeRelations
Officer4.1.7 Within two working days, Employee Relations Officer will send the
preparedlisttoHRDirectorforsamplereview&signatureEmployeeRelations
Officer4.2 SCFHSPaymentsforNewEmployees
4.2.1 Within1workingdayafterfinishingSCFHSpreparationprocedures,EmployeeRelationOfficerwillaccessDSFHonlinebankingandentertherequiredBankTransfersPaymentstoSCFHSBankAccount
EmployeeRelationOfficer
4.2.2 Onaweeklybasis,EmployeeRelationsOfficerwillnotifytheCOOandCFObythetotalamountandnumberofthetransactionsviaE-mailcopyingHRDirector(attachingtheapprovedlistofemployees).
EmployeeRelationOfficer
4.2.3 Within2workingdays,asperauthoritymatrixontheonlinebanking(reflectsDSFHAuthorityMatrix),COOandCFOwillapprovetheinitiatedandreviewedSCFHSpaymentstransactions
CFO&COO
4.2.4 IfCFOorCOOhasanyqueries,theywouldcommunicatewithEmployeeRelationsOfficerandhaveaproperfeedbackbeforeapprovingthetransactions
CFO&COO
4.2.5 Inthesametime,theemployeerelationsofficerwillfollowthatallrequiredbanktransfertransactionshavebeendone
EmployeeRelationsOfficer
4.2.6 Inthesametime,iftheEmployeeRelationsOfficernoticedanymissedtransaction,She/Hewillfollowandnotifytherelatedauthorizedpersonstoapprovetherequiredtransactionstillcompletingtherequiredbanktransfer
EmployeeRelations
Officer
4.2.7 EmployeeRelationsOfficerwillfollowupthepaymentstatusandescalateanydelayforHRDirectoraction
EmployeeRelationsOfficer
4.3 SCFHSFilesSubmissionforNewEmployee 4.3.1 Inoneworkingday,EmployeerelationsOfficerpreparesfileforeach
employeetobesubmitittoSaudiCommissionforHealthSpecialist(SCFHS).Documentstobeattachedinfileasfollowing:4.3.1.a Customercopyofbanktransaction4.3.1.b CopyofEducationalcertificates/transcript/marksheet4.3.1.c Licenseinhomecountry(ifapplicable)4.3.1.d CopyofBLSCard4.3.1.e Copyofdataflowreceipt4.3.1.f CopyofPassport4.3.1.g MalpracticeInsurance(IfDoctor)4.3.1.h SaudiCouncilcompletedApplicationform4.3.1.i EmploymentLetterfromDSFH
EmployeeRelations
Officer
4.3.1.j Accreditationexamresult(PROMETRIC/PEARSON)4.3.2 Employee Relation Officer use the list of employees showing the bank
transfertransactionnumberandrequiredactions(Attachment1)RequiredActionswithSCFHSasfollowing:4.3.2.a Issuenewlicense:foremployeeshavepassedtheaccreditation
exam.4.3.2.b Issuetemporarylicense:foremployeeshasnotperformedthe
accreditationexamanditisvalidforsixmonths
EmployeeRelationOfficer
4.3.3 Biweekly,EmployeeRelationOfficerwillvisitSaudiCommissiontocollecttheSCFHSClassificationcertificates&cards,submitnewfilesandobtainrejectedfiles“ifany”.
EmployeeRelationOfficer
4.3.4 WithinoneworkingdayafterreceivingSCFHSclassificationcertificates&card,theEmployeeRelationOfficerforwardscopyofSCFHSclassificationcertificatestoSeniorGovernmentRelationtoissueIQAMAsifneeded.
EmployeeRelationOfficer
4.3.5 WithintwodaysafterreceivingtheSCFHSclassificationcertificates,theEmployeeRelationsOfficerwillaccessOracleandenterSCFHSdetails,certificationtype(PermanentorTemporary)andexpirationdate
EmployeeRelationOfficer
4.3.6 Onadailybasis,theEmployeeRelationOfficerwillsendthecollectedclassificationcertificates&cardtoHRclerktobescannedintoSmartScanApplication
EmployeeRelationOfficer
4.3.7 HRClerkwillsendbackSCFHScertificates&cardtoEmployeeRelationofficertobedeliveredtotheEmployee.EmployeerelationofficershouldensurethatalldocumentsarescannedintoSmartScanApplication.
HRClerk&EmployeeRelationOfficer
4.3.8 Inthefirstweekofeachmonth;theEmployeeRelationOfficerwillprepareandsignthelistofSCFHSdeductions(ATT2)foremployeeswhohavereceivedtheirSCFHSclassificationcertificates&cardinpreviousmonthandsendittotheHRDirectorforsignature.
EmployeeRelationOfficer
4.3.9 Within threeworkingdays,HRDirector sign the list after reviewing thedeductionsbycheckingthefollowings:4.3.9.a Employeenumbersanddeductionamountsarecorrectand
matchedwithpaymentsdonebeforebyCFOandCOO
HRDirector
4.3.10 Inoneworkingday,theHRdirectorwouldsendthesignedlistattachingSCFHSlicensescopiesandbanktransfertotheC&BUMforsalarydeductions.
HRDirector
4.3.11 Onquarterlybasis,HRDirectorshouldreviewsampleofentereddatainOracleisaccurate.
HRDirector
4.4 ManagingSCFHSUpgradesRequests 4.4.1 UponemployeerequestforSCFHScertificateupgrade;theemployee
relationsofficerwouldasktheemployeetoprovidetherequireddocumentsforSCFHSupgrade,andwouldprovidetheemployeewiththeSCFHSBankAccountNumber“IBAN”.
EmployeeRelationsOfficer
4.4.2 EmployeewouldpaytherequiredfeestoSCFHSandprovidethepaymentevidencetotheEmployeeRelationsOfficer
Employee
4.4.3 Inoneworkingdayaftertheemployeehassubmittedallrequireddocuments,theEmployeeRelationsOfficerwouldensurethatallrequireddocumentsareavailableasperSCFHSrequirementswithpaymentevidence.
EmployeeRelationsOfficer
4.4.4 Thenrequiredproceduresfrom4.3.3to4.3.11aretobefollowed EmployeeRelationsOfficer
4.5 Follow-upSCFHSTemporaryLicense
4.5.1 Onamonthlybasis,EmployeeRelationsOfficerwillsendemailstotheemployeeswhohaveissuedtemporarylicensesandtheirdirectOULscopyingtheHRDirector,tobeconsideredintheprobationevaluation
EmployeeRelationsOfficer
4.5.2 RelatedOULswilldirecttheemployeetoperformSCFHSClassificationexambeforecompletingtheprobation.(ProbationperiodshouldbeextendedbytheOULuptosixmonthiftheemployeedidnotpasstheexaminthefirst3months).
OUL
4.5.3 Iftheemployeedidnotpasstheexamduringtheprobationperiodthenhe/shewouldbeblacklistedbySCFHSandwouldnotbeallowedtopasstheprobationperiod
SCFHS
4.5.4 Whenemployeepassestheexamduringtheprobationperiodthenrequiredproceduresfrom4.3.3to4.3.11aretobefollowed
EmployeeRelationsOfficer
4.6 ObtainingMOHLicensefornewemployees 4.6.1 OncetheSCFHScertificateandIQAMAareavailableontheSmartScan
Application,theEmployeeRelationsOfficerwillprepareallrequireddocumentsforMOHlicenseissuance
EmployeeRelationsOfficer
4.6.2 Within1workingday,theEmployeeRelationsOfficerwoulduploadthesoftcopiesofrequireddocumentsonMOHwebsiteforapproval
Employeerelationofficer
4.6.3 Onadailybasis,EmployeerelationofficerwillcheckthestatusonMOHwebsite
Employeerelationofficer
4.6.4 IfthereisanycommentfromMOHwebsite,itshouldberesolvedwithintwoworkingdays.
Employeerelationofficer
4.6.5 OnceMOHlicensestatusinMOHwebsiteisreadytobecollected,theEmployeeRelationsOfficerwillnotifySeniorGovernmentRelationsbyE-mailcopyingHRDirectorandwillhandovertheemployees’picturestohim
EmployeeRelationsOfficer
4.6.6 OncetheEmployeeRelationsOfficerEmailisreceived,theSeniorGovernmentRelationsofficerwillassignaGovernmentRelationOfficertoobtainthelicensefromMOHthenattacheachpicturetotherelatedlicenseandgettheLicensestamped
SeniorGovernmentRelations
4.6.7 Inoneworkingday,SeniorGovernmentRelationswillobtainrequiredStampsontheLicensesandgiveittoEmployeeRelationOfficer
SeniorGovernmentRelations
4.6.8 Inoneworkingday,EmployeerelationofficerwillenterthedetailsoflicensesonOracleandsendLicensestoHRClerktoscanthemontheSmartScanApplication
EmployeeRelationOfficer
4.6.9 Inthesameworkingday,HRClerkwouldscanthelicensesandgivethemtotheemployeerelationsofficertoreviewthemontheSmartScanApplication.
EmployeeRelationOfficer&HRClerk
4.6.10 EmployeeRelationsOfficerwouldarchivetheoriginalMOHlicensesinMOHlicensesfolder
EmployeeRelationOfficer
4.6.11 Quarterlybasis,asamplereviewofnewhiredemployeeswhoarerequiredtohaveMOHlicensesbyHRDirectortoensurethattheseemployeesarelicensedbyMOH
HRDirector
4.7 SecondmentLetter 4.7.1 Ondailybasis,EmployeeRelationsOfficerprintthenewlyhired
employeereportthroughOracleandcapturephysicianswhoareworkingforSaudiHigherEducationMinistryandasecondmentletterisrequiredforthem.
EmployeeRelationsOfficer
4.7.2 Infiveworkingdays,EmployeeRelationsOfficerwillpreparethesecondmentlettertoMinistryofEducation(Att3)andcompletethe
EmployeeRelationOfficer
requiredformsbytheemployee’suniversitythensendthemtoHRDirectorforReviewandCEOforSignature
4.7.3 OncetheCEOsignaturehaveobtainedontheletterandforms,theEmployeeRelationsOfficerwillsendwillsendthelettertotheEducationMinistryandUniversity’sformstotheEmployeetofillhis/herpartandsubmittotheUniversity.
EmployeeRelationsOfficer
4.7.4 Employee’sUniversitywillcontacttheMOE,andMOEwillsendtheemployee’spartimeapprovaltoDSFHbymail
MinistryofEducation
4.7.5 Onceitisarrived,HRReceptionistreceivemailbyMOE&forwardittoEmployeeRelationOfficer
HRReceptionist
4.7.6 Inoneworkingday,EmployeeRelationOfficerwillenterthedetailsinORACLEandensurethattheHRclerkwillscantheapprovalletter
EmployeeRelationOfficer
4.7.7 EmployeeRelationOfficerarchiveoriginalcopyinMOEfolder EmployeeRelationOfficer4.7.8 ThenfollowIssuingMOHLicenseproceduresinordertoissueMOH
licenseEmployeeRelationOfficer
4.8 RenewalofSaudiCouncil 4.8.1 Onamonthlybasis;EmployeeRelationOfficerwillprintlistofemployees
whohaveSCFHScertificatesthatwillbeexpiredin3monthsEmployeeRelations
Officer4.8.2 Withintwoworkingdays,EmployeeRelationOfficerwillsend
notificationstoeveryemployeetorenewtheircertificatesthroughMUMARISapplicationbyE-mailcopyingOUL&HRDirectorandrequestthemtoreturnbackbycopyofrenewedcertificate
EmployeeRelationOfficer
4.8.3 Maxin2month;EmployeesmustrenewtheirSaudicouncilcertificatethrough“MUMARIS”System(Asattachedguidance).
Employees
4.8.4 Within5workingdaysofreceivingnewcertificate,employeemustsendcopyofnewcardtoEmployeeRelationOfficertoupdatedetailsinOracleandprocessforMOHLicense.
Employee
4.8.5 Withintwoworkingdays,EmployeeRelationOfficerupdatesinformationinOracle
EmployeeRelationOfficer
4.8.6 Withinthesametwoworkingdays,EmployeeRelationOfficerwillensurethatthenewcertificatesareuploadedintheSmartScanApplication
EmployeeRelationOfficer
4.8.7 IfanyemployeedidnotrenewSCFHScertificatebeforeonemonthofexpiry,EmployeeRelationOfficerwillescalatetotheOULandHRDirector
EmployeeRelationOfficer
4.9 RenewalofMOHLicense 4.9.1 Within10daysofreceivingrenewedSaudiSCFHScertificates,Employee
relationofficermustuploaddocumentinMOHwebsiteandfollowIssuingMOHLicenseprocedures
EmployeeRelationOfficer
4.10 RenewalofSecondmentLetter 4.10.1 Priorto3monthsofSecondmentletterexpiry,EmployeeRelationOfficer
shouldsendlettertoMinistryofEducationtorenewSecondaryletterandfollowSecondmentLetterprocedures
EmployeeRelationOfficer
PhysiciansRecruitment,Credentialing,Privilegingandappointment-(RCPA)Process
1. Purpose:1.1. Todelineatestepsthathandlephysician’srecruitment,credentialing,privileging,appointmentandre-
privilegingatDSFH.1.2. Toestablishandmaintainauniformprocessandcriteriatoreviewcredentialsandgrantclinicalprivileges
toallphysicians’applicants.
2. Definitions:2.1. Medicalpractitioner:referstoallphysiciansanddentists.2.2. Credentialing: refers to the systematicprocessof screeningandevaluating themedicalpractitioners’
qualifications and other credentials, including licensure, required education, relevant training andexperience,andcurrentcompetenceandhealthstatus.
2.3. Privileging: isaprocess inwhichthemedicalstaffandgoverningbodyofDSFHestablishthescopeofmedicalcarethattheapplyingmedicalpractitionerwillbeallowedtopracticeinDSFH.Privilegingtakesintoconsiderationthecapabilitiesoftheapplicant,thelimitationsofthefacility,theavailabilityandlevelofsupportstaff,andthemissionofDSFH.
2.4. Clinical Privileges: the list of medical services (diagnostic, therapeutic, or surgical) that the medicalpractitioners is granted to render, within defined limits, and based on the individual’s professionallicense,education,training,experience,anddemonstratedcompetencealongwithhospitalresources.2.4.1. Probationary Privileges: privileges granted tomedical practitionerswho have temporary/ or
permanentlicensetopracticeinSaudiArabia.Theyarevalidforthe90daysprobationaryperiod.2.4.2. PermanentClinicalPrivileges:areprivilegesgrantedforthemedicalpractitionerfollowingthe
successfulcompletionoftheprobationaryperiod.Theyarevalidfor2years.2.4.3. AdditionalPrivileges:areprivilegesrequestedbymedicalpractitionersanytimeaftertheywere
grantedpermanentclinicalprivileges.2.4.4. Emergencyprivilege:granttoexistingphysiciantoperformtestoutsidehis/herexistingprivilege
tosavepatientlife,limbororganandrevokedassoonasthephysicianwithappropriateprivilegecanpresents.
2.5. PrimarySourceVerification:isverificationofdegreesandexperiencecertificatessubmittedbyapplicantphysiciansfromthebodiesthatissuedthesecertificates.
2.6. Credentialingandprivilegingdocuments:aredocumentsneededtoprocessapplicationforcredentialingandprivilegingbytheRCPAcommittee,andinclude:2.6.1. CompletedandsignedApplicationForm(Attachment6.1)2.6.2. UpdatedCV2.6.3. Educationcertificates,experiencecertificates,licenses/registration2.6.4. ID/passportcopy2.6.5. SignedInformationReleaseAuthorizationform(Attachment6.2)2.6.6. FilledPrivilegingForm(Attachment6.3)2.6.7. Atleast2referencechecks2.6.8. Completedinterviewform.2.6.9. UptodatebasiclifesupportandSaudiCouncilforHealthSpecialty(SCFHS)certificate(onlyfor
localhires)2.7. Resident/fellows in training: Residents or fellows that join DSFH under the Saudi Council for Health
Specialty(SCFHS)residency/fellowshipprograms.2.8. Clinicalattachment:Titleofclinicalattachmentwillbegivento:
2.8.1. NonDSFHphysiciansassistingDSFHexternalaffiliateswiththeirpatientsatDSFH2.8.2. PhysiciansthathaveextensiveclinicalexperienceinaparticularfieldthatvisitDSFHforalimited
periodtosharetheirexperiencewithDSFHphysicians.2.9. FrequentLocums:physiciansthatjoinDSFHasLocumsformorethan6monthsayear
3. Policy3.1 Credentialingandprivilegingofmedicalpractitionerswillbeconductedforthosephysiciansthatacceptedthe
preliminaryoffersentbyDSFH,andmustbecompletedpriortoinitialappointmentorreappointmentofthemedicalstaff
3.2 Onlymedicalpractitioners,whosecredentialstoprovidepatientcareservicesarerecognizedbytheSaudiCouncilfor Health Care Specialties (SCFHS) and Ministry of Health (MOH) shall be considered for credentialing andprivilegingbytheRCPACommittee
3.3 Newlyappointedpermanentmedicalpractitionersandparttimersshallbegrantedprobationaryprivilegesfor90days.Theprobationperiodstartsatthetimeofbeinggrantedtemporary/permanentlicensefromSCFHStopracticeintheirfieldofspecialty.Atendofprobationaryperiod,theprobationaryprivilegeswillbereviewedbyRCPACtodecideonpermanentclinicalprivileges.Forexternalaffiliates,Continuousevaluationofperformanceisconductedthroughmorbidityreviewprocessandthroughannualevaluation
3.4 Permanent privileges will be valid for 3 years for full timer, part time, frequent locums and external affiliatephysicians,andwillbevalidfor2yearsforlocums,andwillbevalidforoneyearafteramedicalpractitionerhadleftDSFHtoworkelsewhere
3.5 NOphysiciansshallbeappointedatDSFH,norhaveastaffIDsignedunlessauthorizedbytheRCPACasevidencedbycompletionofHRtransactionformforthatphysician
3.6 AllnewlyappointedmedicalpractitionersthatcompletedtheirorientationandhavenotyethadtheirSCFHSlicensetopractice,willbeallowed,until that license isobtained,toprovidepatientcareundersupervisionorwillbeassignedbythechairpersonofconcernedmedicaldepartmenttoperformdepartmentalactivitiesrelatedtoqualityandpatientsafety(e.g.reviewofM&Mfiles,investigatingOVRrelatedtotheirdepartment,analyzedepartmentalindicators,reviewandcontributetowriting,etc…)
3.7 Emergencyprivilegeisgrantedtophysicianorotherhealthcareprovidersduringmedicalemergency(aconditionwouldlikelyresultinservicespermanentdamagetoapatientorinwhichthelifeofthepatientisinimmediatedanger and any delay would materially add to the danger. Once the medical emergency is resolved and/orappropriatephysicianwithprivilegepresent,theemergencyprivilegewillberevoked).
4. ProcedureProcedureSteps Responsibility4.1 CV‘sofapplicantmedicalpractitionersmustbedirectedassoonastheyarereceived
byanyDSFHstafftothechairpersonofRCPAcommitteeforscreeningandshortlisting
AnyDSFHstaff/HR4.2 ShortlistingofCV’sapplyingforfulltimeorparttimepositionsshallbebasedonthe
following:4.2.1 Approvedmanpowerplanningandapprovedbudgetofdepartmentswhere
applicantsareapplyingtojoin.4.2.2 The compatibility of the level of competence and expertise of applicant
medicalpractitionerswiththestrategicprioritiesandstrategicdirectionsofDSFHduringtherelatedperiod
ChairpersonofRCPAcommittee
4.3 Shortlisted CV’s shall be forwarded within 1 working day of receipt by the RCPACchairperson to the CMO office to arrange for interview of the applicant with thechairpersonof relatedmedical department. Interview shall bedoneno later than2weeksfromshortlistingofCV
RCPACChairperson
4.4 TheCMOofficeshallaskapplicanttocompleteanapplicationformpriortoarrangingforinterview
CMOoffice
4.5 An InterviewEvaluationForm (Attachment6.4)will be completedand submitted toCMO office by the interviewer of the applicant (chairperson of related medicaldepartment).
CMOOffice/ChairpersonOfMedical
Department
4.5.1 Iftheapplicanthasbeenrejectedbytheinterviewers,anapologymailwillbesenttohim/herbytheCMOoffice,nolaterthan1weekafterconductingtheinterview
4.5.2 If the applicant left a positive impression during the interview, theinterviewershallcontactatleast2ofthereferencesstatedintheapplicationformforreferencecheck
4.5.3 Iffeedbackispositivefromreferencechecks,theHRrecruitmentofficershallprepareandsendapreliminaryoffertotheapplicant.Thefollowingmustbedonebeforetheofferissenttotheapplicant:4.5.3.a TheHRrecruitmentofficershallsendaninternalapprovalrequest
(personal qualification data form- PQD) for signatures of thefollowings:4.5.3.a.1 Compensation andbenefits officer for congruence
withbenefitsandpayscale4.5.3.a.2 LicensureofficertocheckaboutpriorSCFHSstatus
of applicant if he/she hasworked before in SaudiArabia, to request transfer of file if applicant hasworked in a city other than Jeddah and to givefeedbackonclassificationsthatarelikelytobegivenbySCFHS
CMOOffice/ChairpersonOfMedical
Department
4.5.4 Ifapplicanthasquestionsorwantstonegotiatetheoffer,theHRrecruitmentofficer along with the chief of medical/ clinical division will handle thismatter.PQDformwillneedtoberevisedaccordingly
HRRecruitmentOfficer
4.5.5 OffersshallbesenttoapplicantsbyHRrecruitmentofficerafterapprovalandaftersignatureofCEOonthePQDform
4.5.6 Onceapplicantacceptspreliminaryoffer,HRtostartworkingonVisaprocess(if applicable) and RCPAC secretary will start communicating with theapplicant in order to have him/her complete submission of documentsneeded for credentialing and privileging. Once C&P documents arecompleted,theRCPACsecretarywillputthenameofapplicantonagendaofRCPAC
4.5.7 Thechairpersonofrelatedmedicaldepartmentmustcommunicatedirectlywiththeapplicanttodiscussexperienceandskillsinordertomakedecisionsongrantingofprivilegesrequestedbyapplicantintheprivilegingform
HRLicensureOfficer
4.5.8 FormedicalpractitionersinspecialtiesthatarenewtoDSFH,thechairperson
ofRCPAChastoconsultwithmedicalpractitionersofthesamespecialtyinoutsidehealthcareinstitutionsandaskforguidanceontheprivilegestobegranted. Policy on “introduction/ redesign of new/ existing intervention”shallbefollowedasapplicable
4.5.9 TheRCPAcommitteewillreviewthecredentialsandtherequestedclinicalprivilegesoftheapplicant,andwillmakedecisionsontheDSFHjobtitleandontheprobationaryprivilegesthatwillbegrantedtotheapplicant
CMOOffice
4.5.10 If the RCPA committee rejects the application, the credentialing and
privilegingDocumentswillbescannedandkeptaspartof theCMOofficeDataBank,andfeedbackwillbegiventotherejectedapplicantbytheRCPACsecretarywithin2workingdaysoftheRCPAcommitteedecision
4.5.11 IftheRCPAcommitteecredentialstheapplicantinapositionthatisdifferentfromwhat had been sent to him/her in the preliminary offer, the RCPACsecretary must send the applicant a revised offer based on the positiongrantedbytheRCPAcommittee
ChairpersonOfMedical
Department
4.5.12 IftheRCPACapprovestheapplication,theRCPAcommitteeshall:
4.5.12.a Decideontheprobationaryprivilegesthatwillbegrantedtotheapplicant(PhysiciansprivilegingformAttachment6.3)
4.5.12.b Complete a “Physicians HR transaction form “(see attachment6.5).ThisformisneededbytheHRrecruitmentofficertoopenastaffaccountfortheapplicantuponjoiningDSFH
4.5.13 Formedicalpractitionersthatneedspecialcontracts(externalaffiliates,andpart timers), contracts shallonlybe finalizedafterprocessingbyRCPAC iscompleted.ThiswillbedonebyCMOofficeandbusinessdevelopmentoffice
RCPAC
4.5.14 TheCMOofficeshallposttheprobationaryprivilegesondocumentgateassoonastheapplicantphysicianjoinsDSFH
4.6 AftercompletionofcredentialingandprivilegingprocessbyRCPAC,theHRrecruitmentofficer must immediately start initiating all applicable processes or governmentaltransactionsneededtoensuretheapplicants’promptandtimelyjoiningofDSFH.4.6.1 HR recruitment officer shall intrust the applicant to initiate as early as
possibletheattestationofhis/hercredentialsfromcountryoforigin
HRRecruitmentOfficer/HREmployeeRelationOfficer/Licensure
Officer4.6.2 If the candidate has worked in Saudi Arabia before, in a city other than
Jeddah,thelicensureofficershallcontacttheofficeoftheSCFHSofficeinthecitywherethecandidatepreviouslyworkedandrequestthattheapplicantfilegetstransferredtoJeddahoffice.4.6.2.a The HR recruitment officer shallmake sure that the candidate
shouldnotmobilizeuntilfileistransferredtoJeddah
4.7 Primarysourceverification4.7.1 Medical practitionerswill not be allowed to start delivering unsupervised
medicalcaretopatientsuntilprimarysourceverificationoftheircredentialsiscompleted.PrimarysourceverificationforphysiciansjoiningDSFHwillbedoneasfollows:4.7.1.a TheSaudiEmbassyinthecountryoforiginensuresauthenticity
(primary source verification) of the academic and experientialcertificatesandstamps’validitypriortostampingthecandidatepassportwithavisa.
4.7.1.b Additionally,candidatesshouldsubmitonlinetheiracademicandexperiencecertificatestoDataflowforprimarysourceverificationfor certain countries. If Dataflow does not have office atcandidate’s point of origin, all necessary documents will besubmitted by DSFH HR to Dataflow office in Jeddah when thecandidatearrivestoSaudiArabia.
4.7.1.c DSFH HR must also submit to Saudi Council for HealthcareSpecialist (SCFHS)neededdocumentsfor licensureprocess.TheSaudiCouncilforHealthcareSpecialist(SCFHS)performsprimarysource verification immediately after the candidate arrives toSaudiArabiaandissuesatemporarySCFHSlicenseassoonasthisisdone.
4.7.1.d For any negative or questionable content in the CompetencyDocuments,theHRRecruitmentOfficerwillperformindependentprimarysourceverificationwiththerelatedsources.
HRLicensureofficer
4.8 Proceduresatendofprobationperiod4.8.1 Upon licensure confirmation by the Saudi Commission for Healthcare
specialties,andaftersatisfactorycompletionoftheprobationaryperiodbythephysician,theCMOofficewillsubmittotheRCPAcommitteearequesttograntpermanentclinicalprivilegestothenewlyjoiningphysician
CMOOfficeandRCPAC
4.8.2 The request submitted by the CMO office must include completedprobationary evaluation and the initial privileging form alongwith a notewrittenby chairpersonof concernedmedical department statingwhetherprobationary privileges will be adopted as permanent clinical privilegeswithoutchange,orwhethertherewillbechanges.Ifchangesarewarranted,thechairpersonhastospecifywhat
4.8.3 OncethePermanentclinicalprivilegesaredecidedbytheRCPAcommittee,thesewillbeaddedtothestafffile,andtheprobationaryprivilegeswillbemodifiedaccordinglyondocumentsgatebytheRCPAsecretary
4.9 Additionalprivileges:4.9.1 AmedicalstaffrequestingforadditionalprivilegeswillfillanewPhysicians
privileging form (Attachment 6.3) and submit it,with the supporting newcertification (as recognized by SCFHS and DSFH), to his/her departmentalchairperson
RequestingPhysician
4.9.2 Ifapprovedbychairpersonofrelatedmedicaldepartment,thelattersignandsubmit the new Privileging Request Form to the RCPA Committeechairperson
4.9.3 The medical/clinical quality service shall conduct a primary sourceverificationofsubmittedcertificatesoftrainingthataresubmittedinsupportofadditionalprivilegesrequest
RCPAC
4.9.4 IfthesuggestedchangestothePermanentclinicalprivilegeswereapproved
by the RCPA committee, these will be added to the staff file, and thepermanentclinicalprivilegeswillbemodifiedaccordinglyondocumentsgatebytheCMOoffice
CMOOffice
4.9.5 Newgrantedprivilegeswillbesubmitted toprobationaryperiodasabove(4.7)
4.10 Re-privileging:4.10.1 Permanent Clinical privileges granted to permanent, Part timer, external
affiliatesandfrequentLocumsphysicianswillbere-assessedeverytwoyearsbytheRCPACommittee
RCPAC
4.10.2 PermanentClinicalprivilegesgrantedtoLocumswillbegrantedfor2years4.10.3 For medical practitioners that left DSFH and are interested to re-join,
privilegesgrantedpriortoleavingDSFHwillbevalidfor1yearafterdateofleaving
4.10.4 ForClinicalattachments,privilegeswillbevalidfor3years4.10.5 The CMO office must submit to the RCPA committee a list of All DSFH
physicianwhoaredueforre-privileging,around2monthspriortotheexpiryoftheircurrentclinicalprivileges
CMOOffice
4.10.6 Thesubmittedrequestmustincludethefollowing:4.10.6.a Periodicphysicians’performanceevaluationformsforthepast2
years, including compliance with hospital policies, compliancewithmedicalguidelines,andcomplaintsdata.
4.10.6.b Complication and morbidity rates as collected during themorbidity/peerreviewprocessandduringfocusreview(RefertoDSFHpolicyonMorbidity/peerreviewprocess)
4.10.6.c Surgical site infection rates (for surgeons) as collected by ICdepartment
4.10.6.d Data on contribution of physician to educational activities andtraining.
4.10.6.e Healthofthestaff
CMOOffice
4.10.6.f A new filled privileging form signed by both the concernedphysicianandchairpersonofconcerneddepartment
4.10.6.g Updatedlicenses(MOHandSCFHS),andupdatedBLS/ACLS/PALSasapplicabletothejobtitleofconcernedphysician.
4.10.6.h Ifapplicable, revisedpermanentclinicalprivileges shall thenbeamendedindocumentsgatebytheCMOoffice.
4.10.7 Forchairpersonre-privileging(asphysicians),thechiefofmedicalandclinicaldivisionshallcompletetheOULsection.Thisshallbedoneafterconsultingwithphysiciansinthesamespecialtyasthechairpersoninquestion
4.11 Fasttrackcredentialingandprivilegingprocess:4.11.1 In situations where there is an urgent need for the credentialing a new
medicalpractitioner,andas called forby theCEOor chiefofmedicalandclinicaldivision, theRCPAcommitteechairpersoncanconducta fast trackCredentialing and privileging process by either calling for an emergencymeetingoftheRCPAcommittee,orviaemailcommunicationandfeedbackfrommembersoftheRCPAcommittee
RCPAC
4.11.2 AllfasttracksC&PmustbelaterresubmittedtotheRCPAcommitteebytheRCPACsecretaryforformalcredentialingandprivileging
4.12 CredentialingandPrivilegingofphysiciansthatjoinDSFHfortrainingpurposes:4.12.1 AllphysiciansjoiningDSFHfortrainingpurposeswillhaveformalassessment
oftheircredentialsandassignedclinicalprivilegesbyanauthorizedbody,asfollows:4.12.1.a For trainees that are part of the Saudi council for health care
specialties residency/fellowshipprograms (DSFHsponsoredandnon DSFH sponsored) the Post graduate medical educationcommittee will oversee their appointment, credentialing andprivilegingatDSFH.RefertoDSFHpolicyonTraininginDSFH
4.12.1.b ForphysiciansthatjoinDSFHfortrainingpurposesoutsideSCFHSprograms (i.e. physician trainees), theRCPACwill oversee theirappointment,credentialingandprivilegingatDSFHasperabove(4.5)andinconjunctionwith“policyontrainingatDSFH”.
4.12.1.c For medical students: This will be done by the academic andtrainingaffairdepartment(RefertopolicyontrainingatDSFH)
RCPAC/CMOOffice
4.13 CredentialingandPrivilegingoffrequentlocumsandlocum’sphysicians:4.13.1 Locumrequestmustbefilledbychairpersonofconcerneddepartment for
everytimeaLocumplanstojoinDSFH(seeattachment6.6)
ChairpersonOfMedical
Department4.13.2 OnceLocumformissignedbychiefofmedicalandclinicaldivision,theCMO
officemustsubmitlocumrequesttoRCPACchairperson
4.13.3 If the physician has been privileged byDSFHwithin the prior 2 years (forlocums)orwithin3years (for frequent locums), thenthere isnoneedforsubmission to the RCPAC. The chairperson of RCPAC will sign the locumrequestandsenditalongwith“physiciansHRtransactionform”toHR
4.13.4 If the Locum physician has not been privileged in the prior 2 years, thensubmissiontoRCPACwillbedoneandstepsasperabove(4.5)
CMOOffice
4.14 HRrecruitmentofficershallcreateanaccountforthenewlyjoiningphysicianandassignastaffIDafterthefollowingiscompleted:4.14.1 ForexpatriatesjustarrivingtoDSFH:
4.14.1.a HRtransaction form iscompletedandsignedbychairpersonofRCPAC.4.14.1.a.1 Newlyjoiningphysiciansignshis/herjobdescription
inHR
HRRecruitmentOfficer
4.14.1.a.2 Newly joining physician signs a confidentialityagreement
4.14.1.a.3 NewlyjoiningphysiciansignsContractifpermanentstaff,andsignsLocumofferifhireisonLocumbasis
4.14.2 ForLocalHire:4.14.2.a HRtransaction form iscompletedandsignedbychairpersonof
RCPAC.4.14.2.a.1 Newlyjoiningphysiciansignshis/herjobdescription
inHR4.14.2.a.2 Newly joining physician signs a confidentiality
agreement4.14.2.a.3 NewlyjoiningphysiciansignsContractifpermanent
staff,signsCTUconsultantoffer/LocumofferifhireisonLocumbasis
4.14.2.a.4 Newly joining physician has had training on HIS(except for those joining KAUST,where training isdoneonsiteatKAUST)
4.14.2.a.5 Newly joining physician has hadmedical check-upcompleted.
4.14.2.a.6 Newlyjoiningphysicianhasmetthechairpersonofmedical department for orientation. (except forthosejoiningKAUST,wheretrainingisdoneonsiteatKAUST)
HRRecruitmentOfficer
Employee’sPersonalFile1. Purpose:
1.1. Todefine the policy and applicable procedures relating to the establishment, use,maintenance, andretentionofemployees’personnelfiles.
1.2. TohaveaunifiedcontentforallDSFHemployees’personnelfiles.1.3. Toensuretheconfidentialityofemployees’personnelfiles.
2. Definitions:
2.1. ActiveEmployee:ApersonwhoiscurrentlyemployedatDSFH2.2. InactiveEmployee:ApersonwhohasbeenpreviouslyemployedbyDSFHandforwhowestillhavea
fileofpastemploymentonrecord2.3. EmployeePersonnelFile:Adigitizedrecordofessentialemploymentrecords,Oracleemployee
transactionsandahardcopyofcontract,letterofofferandsignedstatementsfromdisciplinaryinvestigations.
2.4. PersonnelRecords:Allrecordsmaintainedonemployees.ThemandatorycontentisbasedonCBAHIPersonnelFileAccreditationstandards.
2.5. OrganizationalUnit:Divisions,departments,sections,and/orunits.2.6. DirectReports:ExecutiveDirectors,DivisionChiefs,DepartmentDirectors2.7. OrganizationalUnitLeaders:ServiceDirectors,UnitMangers,Chairpersons,SectionHeads.
3. Policy3.1 DSFHisintheprocessofdigitizingEmployeePersonnelfilesandwecurrentlyhaveahybridprocessinplacefor
staffrecordkeeping3.2 TheHumanResources(HR)DepartmentatDSFHisintheprocessofimplementingcentralizeddigitizedpersonnel
fileforactiveemployees(SmartScanningSystem)inadditiontokeepinghardcopiesofStaffContract,LetterofOfferandanysignedstatementstakeninthecourseofanofficialHumanResources Investigation involvingtheemployee
3.2 Whileorganizationalunitsandimmediatesupervisorsmaymaintaintheirownfilesforunitemployees,copiesofmandatorystaffrecordsshallbeforwardedtotheHRDepartmentforscanningintotheSmartScanningsystem
3.3 TheCMOOfficecurrentlymaintainscompletehardcopyfilesforallDSFHphysicians3.3 ElectronicstafftransactionssuchasleaverequestsandpayrolltransactionsmadethroughOracleareconsidered
tobeapartoftheemployeepersonnelfile3.3 Personnelrecordsshallbeconsideredhospitalpropertyandassuchshallbeaffordedconfidentialtreatmentat
alltimes.3.3.1 HardcopyrecordsarenotkeptatDSFHwiththeexceptionofthosementionedin3.2and3.3above.
RecordsaredigitizedandemployeeswhoareauthorizedtoaccessinformationhaveaviewiconinstalledintheirdesktopPC.
3.3.2 HumanResourcesEmployeeshaveaccesstothescanneddocumentbasedonrolerequirement3.3.3 ThePresidenthasapprovedtheInternalAuditandtheLegalAffairsTeamstohaveapprovaltoaccessfiles
forworkrelatedreasonswiththeapprovalof3.3.4 Informationcontainedinpersonnelfilesmaybedisclosedbythehospitalwithoutwrittenconsentofthe
subjectoftherecordwhenthePresidentandChairmanoftheBoard/VicePresidentortheHRDirectorconcludesthataconstructivepurposewouldbeservedorwhenrequiredbylaw.
3.3.5 Individuallyidentifiablepersonalinformationcontainedincomputerizeddatabases,whethermaintainedcentrallyorbyorganizationalunits,isaffordedthesameconfidentialtreatmentthatappliestowrittenrecords.
3.3.6 Violationofconfidentialitybyanyemployeeinvolvedinthemaintenanceorhandlingofthepersonnelrecordsmaybegroundsfordisciplinaryaction
3.4 IntheeventthatahardcopyofafileisrequiredforanypurposesuchassubmissiontothecourtacopyofeverydocumentcanbeprintedfromSmartScanandcopiesoftheoriginalletterofoffer,contractandanyoriginalstatementscanbeadded.
3.5 Employees’personnelfilesshallbemaintainedinthedatabaseasactiveaslongastheemployeehasanactivestatusatDSFH.Intheeventofresignation/terminationofaDSFHemployee,thepersonnelrecordswillflaggedasinactive
4. ProcedureProcedureSteps Responsibility4.1 TheHRDepartmentprovidescomprehensivefilesforallDSFHemployees,including
locumswhichareinitiateduponcommencementofemployment.
HRDepartment4.2 CurrentlythereisahybridprocessforpersonnelfilemaintenanceinHRasnotevery
employeefilehasbeencompletelyscannedyet.HRClericalstaffareintheprocessofscanningeveryactivefiletosmartscan,
HRClerks
4.3 InadditiontothescannedPersonnelfileOracletransactionssuchasleaveprocessingandpayrollmanagementconstitutepartoftheemployeerecord
4.4 DuringthefirstdayInductionProcesstheRecruitmentOfficestaffwillinitiatedataentryintotheOracleSystemforeverynewemployee.Thiswillincludetheemployeename,jobtitleandsomebasicinformationabouttheemployee
RecruitmentOfficeStaff
4.5 RecruitmentOfficestaffthencrosscheckalltheemployeedocumentsagainstadocumentchecklisttoensureallmandatorydocumentsforfileinitiationarepresent.Therecruitmentofficersignsthedocumentchecklists
RecruitmentOfficeStaff
4.6 ThedocumentsandthechecklistareforwardedtotheHumanResourcesClerkforadoublecheckandthenscanningintothesystem.TheHumanResourcesClerkwillsignthechecklistverifyingallthedocumentshavebeenscannedandthenscanthechecklistintothesmartscansystem
HumanResourcesClerk
4.7 TheHumanResourcesClerkthenemailsallconcernedpartiesinHRtoinformthemofthenewemployeefilesthathavebeenscannedandheincludestheIDnumberandtheNationalityintheemail.
HumanResourcesClerk
4.8 OncethefileisscanneditcanbeaccessedsimultaneouslybyotherconcernedHRstaffandupdatedwithdatarelevanttotheirjobfunction.ThedataanalystofficerwilladdthesupervisornameandtheemailtotheOracleaccountusingtheinformationfromthescannedfile,TheCompensationandBenefitsOfficerwilladdcontractualinformation,TheGovernmentRelationsOfficerwillenterSaudiemployeesintoHRDFandSaudiswillbeenteredintoGOSIbytheassignedstaff.
AllConcernedHREmployees
4.9 Asfilesarescannedintothesystem,whetherinthecaseofnewemployeesorexistingemployee,OriginalContracts,OriginalLettersofOfferarestoredinthechronologicallynumberedKentfolders.
HumanResourcesClerk
4.10 Inaddition,asthefilesofexistingstaffarescanned,aswellasoriginalcontractsandlettersofofferwealsokeeporiginalcopiesofanystatementssignedbystaffwhoareinvolvedininvestigations
HumanResourcesClerk
4.11 Oncefilesarescannedtheyareshreddedwiththeexceptionofthementioneddocuments
HumanResourcesClerk
4.12 ItisimportanttokeepallinformationintheOracleSystemuptodate4.12.1 EmployeesareresponsibleforimmediatelynotifyingtheHRDepartmentofany
changeintheirpersonalstatus,includinganychangeofname,address,telephonenumber,insurancedependentsandbeneficiaries,orpersontocontactincaseofemergency.
4.12.2 ConcernedorganizationalunitleadersareresponsibleforprovidingandcontinuouslyupdatingtheHRDepartmentwiththefollowingdocumentsforinclusionintherespectiveemployee’sfile:
Employees
OUL
4.12.2.a Anynewcertificatesrelatedtotrainingorskillsacquiredbyrespectiveemployees.
4.12.2.b Additionalcertificatesordiplomasrelatedtoeducationalattainmentofrespectiveemployees.
4.12.2.c ProbationaryandAnnualperformanceappraisalsofrespectiveemployees,asapplicable.
4.13 EmployeesmustprovideHumanResourceswithacopyoftheDataflowCertificatewhereapplicabletobeaddedtothePersonnelFile Employee
4.14 HumanResourceswillregisternewemployeeswithSaudiCouncilforHealthSpecialtiesifapplicableandwillscanacopyoftheSaudiCouncilcardtothefileonceitisavailable.
EmployeeRelationsOfficer
4.15 EmployeeswillrenewSaudiCouncilforHealthSpecialtiesClassificationthroughMumarisandshouldsubmitacopyofthenewSaudiCouncilCardtoHRtobescannedtothefile.
Employee
4.16 TheSeniorEmployeeRelationsOfficerwillscanandaddMOHlicensestostafffileswhereapplicablebothatfirstissueandonrenewal
EmployeeRelationsOfficer
4.17 TheSeniorEmployeeRelationsOfficerwillscanandaddLifeSupportrecordstostafffileswhereapplicablebothatfirstissueandonrenewal
EmployeeRelationsOfficer
4.18 AccesstopersonnelfilesislimitedtoauthorizedHumanResourceEmployees,LegalAffairsDepartmentandtheInternalAuditDepartmentaswellasthePresidentandChairmanoftheBoardandtheVicePresident4.18.1 ThePresidentandChairmanoftheBoardandtheVicePresidentmaybe
providedcopiesoftherequesteddocumentsbytheHRDepartment.4.18.2 Employeesauthorizedtoaccessemployee’sfileswillbegrantedviewing
privilegestotheSmartscansystem4.18.3 Organizationalunitleaderswillonlyhavetheauthorizationstoviewand/oruse
thefiles(excludingconfidentialdocuments)withintheHRDepartmentonly
HRDepartment/InternalAudit
Department/LegalAffairsDepartment
4.19 Personnelfilesofresigning/terminatedemployees:4.19.1 AttheterminationofemploymentfromDSFH,employeepersonnelfileswillbe
removedfromcirculation,labeledtoindicatedateofendofserviceaswellasthedateoffinaldisposal,andarchivedinaseparatestorageareauntilsuchtimeasweareabletoscannedthemintothesystemasinactiveex-employees
HumanResources
Clerk
OrientationProgramforNewHires
1. Purpose:1.1. ProvideanoverviewoftheDSFHorientationprocessforallnewhiredstaff,traineesandvolunteers.1.2. Toensurethatnewhiresarewellandintegratedintroducedintotheirworkenvironmentandintorules
andregulationsthatgoverntheiractivitiesatDSFH.2. Definitions/Abbreviations:
2.1. HospitalOrientation:isorientingnewemployeesonsafety,theworkenvironment,benefitsandeligibility,organizationculture/history,theorganizationchartandanythingelserelevanttoworkingintheneworganization.
2.2. DepartmentalOrientation:isorientingnewemployeesonhis/herworkarea,colleagues,departmentalmissionandscopeofservices,workplacehazardsandotherrelevantdepartmentalprocedures.
2.3. Orientation:isthemethodoforientingnewemployeeswithDSFHanditsorganizationalunits.2.4. OrganizationalUnit:referstodivisions,departments,sections,and/orunits.2.5. OrganizationalUnitLeader:referstodivisionchiefs,departmentdirectors,sectionheads.2.6. Healthcareproviders:Meansanypersonwhohasormayhavedirectcontactwithapatientinahealth
carefacility.Thismayinclude,butnotbelimitedto,aphysician,2.6.1. Dentist,2.6.2. Nurse,2.6.3. Optometrist,2.6.4. Podiatrist,2.6.5. PhysicalTherapist,2.6.6. SocialWorker,2.6.7. Pharmacist,2.6.8. Psychologist,2.6.9. Student,2.6.10. On-SiteFaculty,2.6.11. Receptionist,2.6.12. DietaryStaff,2.6.13. HousekeepingStaff,2.6.14. SecurityPersonnel,2.6.15. AnyEmployeeActingInSupportiveOfHealthServices,And2.6.16. Non-employeestaff,suchasvolunteers,2.6.17. whoareinvolvedindirectpatientcontact.
2.7. Newhire:apersonhiredofficiallytoworkasamemberofthemanpowerofthedepartment/section.
3. Policy:3.1 ItisDSFHpolicythatallnewlyhiredstaffshallgothrough3levelsoforientations:
3.1.1 Level 1:GeneralNewHire orientation: conductedbyATA and shall be completed before the endofprobationperiodofnewhire.
3.1.2 Level2:DepartmentalOrientation:conductedbytheorganizationunitleadersandshallbecompletedbeforenewhirestartsworkindependently.
3.1.3 Level3:JobDescriptionOrientation:conductedbytheorganizationunitleadersandshallbecompletedbeforenewhirestartsworkindependently
3.2 ItisDSFHpolicythattraineesofFakeehcollegeofhealthscience(students/interns)andresidentsfellowsintrainingreceivesameorientationasnewlyhiredstaff;othertraineeswillfollowpolicyontrainingatDSFH
3.3 ItisDSFHpolicythatallvolunteersatDSFHshallbeorientedaccordingtothepolicyontrainingatDSFH3.4 ItisDSFHpolicythatstaffofsubcontractedserviceshallbeorientedaspernewlyhiredstaffforcontractionthat
joinDSFHforassignedtask,theDSFHcontractormanualshallbefollowed.
3.5 Theorientationprogramshallbedoneonpaidtimeandassuchduringregularworkinghours3.6 Anorientationsessionshallbearrangedonaspecificdayeverymonth.3.7 Staff,whosecontractswithDSFHhadended,shallattendtheGeneralHospitalOrientationProgramagain,ifthey
joinDSFHagainafter1yearfromleaving4. Procedure:ProcedureSteps Responsibility4.1 Therecruitmentofficerorientsthestaffabouttheorientationchecklist(Attachment
#1)anddirectshimtotheacademicandtrainingaffairdepartmenttoschedulehimontheavailablegeneralhospitalorientationsession.4.1.1 The Academic training affairs department will arrange for orientation
sessionseachmonth4.1.2 Recruitment officerwill ask every new employee to sign an agreement
form(Attachment#2)thathewillattendtheorientationprogramwithinonemonthandifnotthenextsalarywillbestoppeduntilhewillattend
4.1.3 HRwillsendcopyofthesignedagreementformtoATA
RecruitmentOfficer
4.2 Generalnewhireorientationsessionshallinclude:4.2.1 DSFH’smission,vision,valuesandorganizationalchart.4.2.2 Staffroleindisastersandemergencies.(i.e.,Fire).4.2.3 GeneralinformationabouthazardousmaterialsincludingMaterialSafety
DataSheet(MSDS).4.2.4 GeneralinformationonInfectioncontrolandsharpsdisposal.4.2.5 Electricalsafety.4.2.6 General information on communication devices: paging, telephone
system,andbleeps.4.2.7 Generalinformationonstaffevaluationprocess.4.2.8 The definition of Adverse events and Sentinel events along with the
processofreportingincludingWhoshouldreport,whentoreport,howtoreport,andtoWhomthereportisrouted.
4.2.9 ThePolicyonAbuseandNeglectofChildrenandAdults4.2.10 OverviewofCredentialing,PrivilegingandCompetencypolicies.4.2.11 Generalinformationaboutstaffhealthclinicanditsservices.4.2.12 GeneralinformationabouttheculturalandsocialissuesintheKingdom.4.2.13 General information about the quality and patient safety plan of the
hospitalandtheimportanceofinvolvementofeverymemberofstaff.4.2.14 Informationontheexpectedethicalconductofthestaffandtheexpected
professionalcommunicationinhis/herinteractionswithothers.4.2.15 Informationonprotectionofpatient’srights,privacyandconfidentiality.
ATA,StaffDevelopment&TrainingManager
4.3 Concernedorganizationalunitleaderswillarrangetheworkschedules.4.3.1 Theywillmakesurethatemployees,duefororientation,arereleasedfrom
theirassignmentsanddutiesduringtheassignedorientationdaysandthattheyattendthewholeorientationprogram.
ConcernedOUL
4.4 ThenewemployeehasaresponsibilitytoattendthemandatoryOrientationontheallocateddate.Ifunabletoattend,theunitleadershallinformATAtorescheduleforthenextGHO4.4.1 TheAcademic training affairs staff signs the orientation checklist for all
staffattendedthewholeorientationsessions.
UnitLeaderAtaAdminAssistant
4.5 The organization unit leader conducts a departmental orientation session for thestaffwhichincludes4.5.1 Introduction: towelcomethestaff, indicatetoeachco-workerwhatthe
newstaff’spositionwillbe,explainthefunctionsofeachpersontothenew
OrganizationUnitLeader
staff,tourthefacilities,explainwherethelavatories,coffeeand/orbreakareas, and the parking facilities are located, explain the various areaswithinthefacilityandtheirinterrelationship.
4.5.2 Duties And Responsibility In The Department: discuss on the Mission,Vision and organizational chart of the department, review JobDescriptions, work tasks, assignments given, etc., discuss policies andproceduresinthedepartment,discusstheby-lawsgoverningthestaffandapplicable lawsandregulations,explaintheHospital informationsystemapplications for the department, roles and responsibility of employeeduringdisasteroremergency,generalinformationonMaterialSafetyDataSheetlocation,explainaboutOccurrenceVarianceReport,discussgeneralinformationrelatedtostaffworkplacehazardsandsafety.
4.5.3 WorkEthics:discussexpectation;his/herpunctuality,workcommitment,professionalism, teamwork, cooperation, innovative, etc., Dress Code,working hours in the department, the level of supervision within thedepartment.
4.5.4 Workstation: education or required training on the proper use ofequipmentincludingtroubleshootingandreportingmalfunctions.
4.5.5 Co-Workers / Colleagues: introduce co-workers/colleagues to new staffandindicatetheirposition inthedepartment,explainthe importanceofteamworkspiritamongthestaff.
4.6 ConcernedorganizationalunitleadersareresponsibleofinformingtheOrientationTeam Coordinator about the unavailability of the candidates or their inability toattendtheprogramduetoworkneeds.4.6.1 Employees will be granted one chance only to miss any scheduled
orientationwork.Thisshouldbejustifiedbytheconcernedorganizationalunitleader.
4.6.2 EmployeeswhodonotattendsomeofthesessionsduringtheorientationprogrammustattendthemissingsessionsduringthefollowingorientationorwatchtheorientationprogramrecordedvideointheLibrary.4.13.4.b Forthosetheyattendtheorientationliveorwatchedthevideo,
followingwillbeawrittenexamandallhavetoconductit.4.13.4.c If theemployeecommitupto twomistakesoral remediation
will be done for him/he , from three to 5 mistakes theemployeehas toseethevideo ,and if itwillbemorethan5mistakestheyhavetoattendonemoreliveorientation
OrganizationalUnitLeadersOrganizationalUnitLeadersATAAdminAssistantATAAdminAssistantATAAdminAssistant
4.7 Anychanges in theOrientationTeammembersor in the topicsof theorientationprogramwillbeapprovedbytheacademictrainingaffairsdirector.
ATADirector
4.8 AlldocumentsforattendanceandexamresultwillbekeptintheemployeesrecordsintheHRDepartment.
ATAAdminAssistantEmployeerelation
4.9 Duringtheprobationaryperiod,allnewlyhiredemployeeswhowillstarttheirdutyintheirrespectiveunitbeforeattendingtheGeneralOrientationProgrammustbecloselyobservedanddirectedbytheirorganizationalunitleadersuntiltheyattend.4.9.1 Thesupervisorwillberesponsible,inthemeantime,fororientingthenew
employeeonthehospital-widepoliciesandprocedures.
OrganizationalUnitLeaders
4.10 ThestaffshouldsubmitthesignedorientationchecklisttoEmployeeRelationOfficerbeforetheendofhisprobationaryperiodandanydelaywillstopthe2ndsalaryuntilsubmitted
Employee
CompetencyPolicy
1. Purpose:1.1. Toestablishandmaintainasystematic,objectiveandmeasurablecompetenceassessmentprogramme
forDSFHClinicalandNon-Clinicalstaff2. Definitions:
2.1. Competence:Anindividual’sabilitytoperformhisorherjobresponsibilities.2.2. Competency:Anindividual’sactualperformanceofhisorherspecificjobresponsibilities.2.3. CompetenceAssessment:Theprocessofevaluatinganindividual’spotentialknowledgeandskills.2.4. CompetencyAssessment:Theprocessofverifyinganindividual’sabilitytoperformandapply
knowledgeandskills.2.5. Orientee:Anemployeewhoisbecomingacquaintedwithanewworkenvironment.2.6. ClinicalStaff:Inthispolicy,referstoDSFHCompanystaffwithjobtitlesthatrequireSaudiCouncil
Certification(e.g.Physicians,Nurses,RT,PT,Bio-medicalengineersetc.).2.7. Non-ClinicalStaff:ThosestaffthatdonotneedSCFHScertificate
3. Policy3.1 AllDSFHCompanystaffwillberequiredtocompletecompetenciesasidentifiedinthispolicy.3.2 Competenceassessmentisconducted:
3.2.1 AtthetimeofapplicationtoDSFHtodetermineiftheindividualmeetsthestandardsandcriteriafortheposition.
3.2.2 Duringtheprobationaryperiodofnewlyhiredstaff.3.2.3 Atongoingintervalsforspecificcompetencies(asidentifiedbyindividualdepartments).3.2.4 Whenastaffmember’spracticeofthatcompetencygivescauseforconcern.3.2.5 Whenastaffmembertransferstoanotherunitorservice(unit-specificorservice-specificcompetencies
mustbecompleted).3.3 Competencyassessmentmethodsusedwillincludebutnotbelimitedto:
3.3.1 Directobservation3.3.2 Simulation3.3.3 Demonstrationsofinterventionsorequipment3.3.4 Peerreview3.3.5 Checklist3.3.6 Quizzesandtests
3.4 Newcompetenciesmaybedevelopedwhen:3.4.1 Asubjectisdefinedashighrisk,problemproneorlowvolume.3.4.2 Newequipment,medication,interventionsorprocessesareintroducedintoadepartment.3.4.3 Accreditationbodiesidentifymandatorycompetencies.3.4.4 Qualityindicatorshaveidentifiedacompetencyissue.
3.5 Competenciesmustincludetheknowledge,skillsandattituderequiredfortheprocedure.3.6 TheOrganizationalUnitleader(OUL)willberesponsibleforassessingthenewlyhiredstaffcompetencies,before
havingthemperformtheirassigneddutiesindependently.3.7 For all new Non-Clinical staff, the OUL are responsible for orienting and closely supervising those staff upon
assumingtheirassignedwork.3.8 NewNon-ClinicalstaffareevaluatedbyOULatthetimetheybegintheirworkresponsibly.3.9 Thehospitaldefinesthefrequencyofongoingnon-clinicalstaffevaluation.3.10 Thedepartmentorservicetowhichtheindividualisassignedconductstheevaluation.3.11 New staff will be required to complete any general and unit or service specific competencies within their
probationaryperiod.
3.12 The frequency of updating departmental competencies will be determined at departmental level and will bedeterminedbysuchfactorsasaccreditationstandards,poorpracticeorlackofopportunitytopracticeskillonaregularbasis.
3.13 All competencieswillbe formattedandassessedusing the standardcompetencyassessment tool (AttachmentNo.1).
3.14 OULshouldensurethatthereisatleastonedocumentedevaluationofnon-clinicalstaffmemberseachyearormorefrequentlyasdefinedbythehospital.
3.15 Staffsthatareunsuccessfulinmeetingtheperformancecriteriaofacompetencyshouldnotperformthattaskuntilsuccessfulretestingiscompleted.
3.16 EachOULwillsendacompetencycompletionchecklist(AttachmentNo.2)toHRemployeerelationofficerattheendoftheprobationaryperiodandthenwhencompetenciesareupdated.
3.17 OULwillberesponsibleforidentifyingeducationandtrainingneedsrecognizedthroughcompetencyassessmentand for liaisingwith the appropriate department depending upon the need (e.g. Academic Affairs, BiomedicalEngineering,SafetyandSecurityetc.)toplantheeducationandtraining.
3.18 Identificationandresolutionoftheseeducationandtrainingneedsaretobeincludedineachorganizationalunitannualreport.
3.19 TheHumanResourcesDepartmentwillmonitorthecompletionofstaffcompetenciesbyorganizationalunitasaperformanceindicatorandreportresultsduringCEOdirectreportcommitteemeeting.
4. ProcedureProcedureSteps Responsible4.1 Upon joining their assigned organizational unit, newly hired staff will be
introduced to their OUL and will be informed of the competencies they arerequiredtocompleteduringtheirprobationaryperiod.
Orientee/OUL
4.2 ThenewlyjoiningstaffwillbeinformedbytheOULofthelearningresourceswhichareavailabletothem(mandatoryoroptional)whichwillassistinpreparingthemtocompletetheircompetencies.
OUL
4.3 Fornursingstaff,competenciesmaybecompletedduringNursingOrientationbyaclinicaleducatororcompletedintheirunitbytheirOUL.
Nursingeducation/OUL
4.4 ForNon-Clinicalstaff,theOULareresponsiblefororienting,closelysupervising&directobservationofthosestaffuponassumingtheirassignedwork.
OUL
4.5 Forallotherstaff,competencieswillbecompletedatdepartmentallevelbytheirOUL.
OUL
4.6 ThenewlyhiredstaffwillnegotiatewiththeirOULasuitabledateandtimeforcompetencyassessment.
OUL
4.7 Once a newly hired staff has successfully completed a competency, they canperformthatskillwithoutsupervision.
newlyhiredstaff
4.8 Staffs that do not pass a competency from first time will have an action plandevelopedforthem.Theplanshouldidentifylearningobjectives,theeducationalmethodstobeusedforremediationandatimeframeforcompletion.
OUL
4.9 Staffwillbeallowedthreeattemptstopassaparticularcompetency. OUL4.10 Foranystaffmemberwhodonotpassacompetencyorcompetenciesontheir
thirdattempt,adecisionregardinganyfurtheractionwillbemadeonanindividualbasisbytheOULandHR.
OULandHREmployeeRelationOfficer
4.11 At the end of the probationary period, the OUL will send the competencycompletion checklist toHRemployee relationofficeralongwith the completedprobationaryreport.
OUL
4.12 OULoftheStaffwillbeinformed1monthinadvanceofanycompetencieswhicharerequiredtoberepeatedagainbytheconcernedstaff(e.g.annually,biennially).
HR Employee RelationOfficer
4.13 OULmustarrangewiththeirstaff tohavetheircompetencyre-assessedbeforetheexpirydate.
OUL
4.14 Oncethecompetencyiscompleted,theOULwillsendthecompetencycompletionchecklisttoHRemployeerelationofficer.
OUL
SuccessionPlanning
1. Purpose:1.1. Todefineandregulatetheprocessesofensuringthatpotentialcandidatesarereadilyavailabletofill
keyleadershippositionsintheeventofnecessity.
2. Definitions:2.1. SuccessionPlanning:Thisistheprocessforidentifyinganddevelopinginternalpeoplewiththepotential
to fill key leadership positions in the company. Succession planning increases the availability ofexperiencedandcapableemployeesthatarepreparedtoassumetheserolesasandwhentheybecomeavailableandmitigatesretentionrisk.
2.2. RetentionRisk:This refers topositionswhere thedepartureofanemployee isexpected (e.g.due toretirement)orlikely(e.g.inareasthathaveahistoryofhighturnover).
2.3. Key Leadership Positions: These are the leadership positions that are of critical importance toorganizationalfunctionandwithoutwhichtherewouldbeasignificantimpactonconductingnormaldailybusiness.
2.4. Impact:Forthepurposeofthispolicyimpactismeasuredintermsofpatientsafety,medical,clinical,andfinancialoperationoftheorganization,efficiency,andtheimageandreputationofthecompany.
3. Policy:3.1 DSFHwillmaintainalistofkeyleadershippositionsidentifieddeterminedbycriticalityoftheposition,theimpact
ofthepositiononfunctionalityandtheretentionriskoftheposition3.2 OrganizationalUnitLeaderswillproactivelyidentifyemployeeswhoarecandidatesforleadershipandsubmit
theirnamestoHumanResourcesforfutureconsideration3.3 Potentialleadershipcandidateswillbeprovidedwithtraining,supportandevaluationtoensurekeypositions
haveareadilyavailableandwellpreparedsourceofcandidatestoassumeleadershippositionsintheeventofthedepartureofkeystaff
4. Procedure:ProcedureSteps Responsibility
a. Onanannualbasis,attheendoftheyear,theExecutiveDirectorforHRwillpreparealistofkeypositionsinconjunctionwiththeChiefsandDirectorsbasedonthecriticalityoftheposition,theimpactofthepositiononfunctionalityandtheretentionriskoftheposition.
ExecutiveDirectorHumanResources
b. ThelistwillbepresentedtotheCEOforreviewandconcurrencebytheendofJanuaryofeachyear
ExecutiveDirectorHumanResourcesCEO
c. OncetheCEOhasreviewed,amended,revisedandconcurredwiththelistwillbepresentedtotheSuccessionPlanningSteeringCommitteeforapproval.Anadhocmeetingwillbeconvenedforthispurpose
SuccessionPlanningSteeringCommittee
d. AlistofgenericjobdescriptioncompetencieswillbedevelopedbyasuccessionplanningteamleadbytheExecutiveDirectorforHumanResources.ThislistwillbekeptinanHRdatabasebytheHRCustomerServicesOfficerandrevisedbythesuccessionplanningteamannuallywhenthekeypositionlistisprepared.
SuccessionPlanningTeam
e. The succession planning team will consist of permanent members fromExecutivesandChiefsandAdHocmembersbasedonthecompetenciesunderreview
f. Thesuccessionplanningteamwilldevelopevaluationcriteriaforeachgenericcompetencyandthesecompetencies,withassociatedevaluationcriteria,willformthecoreforalljobdescriptions.
SuccessionPlanningTeam
g. ThesuccessionplanningteamwillalsodeveloppositionspecificcompetenciesforthekeyexecutivepositionsapprovedbytheSuccessionPlanningCommitteeandwilldevelopevaluationcriteriaforeachofthespecificcompetencies
SuccessionPlanningTeam
h. The Executive Director for Human Resources will work with relevantorganizationalunit leadersto identify jobspecificcompetencies foranynon-executivekeypositionsfallingwithintheirscopeofresponsibilityaswellastheevaluationcriteriaforeachcompetency.
HumanResourcesDirector
i. The Executive Director for Human Resources will submit the list ofrecommendedcompetenciesforeachposition,bothgenericandjobspecific,totheSuccessionPlanningSteeringCommitteeforreviewandapproval.Anadhocmeetingwillbeconvenedforthispurpose.
HumanResourcesDirector
j. TheExecutiveDirector forHumanResourceswill request relevantOULs andExecutivestoidentifycandidatesforsuccessiontrainingbasedontheapprovedkeypositionlistandwillprepareacomprehensivelistofemployeesthathavethepotentialtobedevelopedforthesefutureleadershippositions.
HumanResourcesDirectorOrganizationalUnitLeaders
k. Inaddition,employeeswillbegiventheopportunitytonominatethemselvesforconsiderationforsuccessionplanning.
Employee
l. EachcandidatewillprovidethesuccessionplanningteamafullandcurrentCVcontainingasynopsisofhis/herabilities.TheOULwillprovideasummaryofthe candidates strengths and qualities including such attributes as decisionmakingability,creativity,criticalthinkingabilityandconflictresolutionabilities
Employee/OrganizationalUnitLeader
m. The succession planning team will review the CV’s and the additionalinformationprovided foreachcandidateandconductagapanalysisofeachcandidateagainstthejobdescriptionanddefinedcompetenciesforthepositioninordertocreateashort listofsuitablecandidates.Thegapanalysiswillbedocumentedandkeptintheemployeepersonnelfile.
SuccessionPlanningTeam
n. Acompetencybased interviewwillbearrangedforeachcandidateusingthecompetencybasedinterviewevaluationformdevelopedforbothmiddleandtopmanagers consisting of representatives fromHR andATA aswell as thecurrentChief/Executiveoftheservice
HR/ATA/ChieforExecutive
o. The selected candidates will have a based line performance evaluationcompleted
Chief/Executive
p. The evaluation will be reviewed by the succession planning team and thedepartmentchief/executiveandagapanalysisoflearningneedswillbedone,followingwhichadevelopmentpathwaywillbedevelopedforeachcandidateincludinglearningobjectivesandexpectedoutcomes
SuccessionPlanningTeam/ATA/ChieforExecutive
q. The Chief/Executive of the Service is responsible for overseeing theimplementation of the development pathway for each candidate and forreviewingandrevisingtheefficacyofthelearningpathwayandforrevisingthelearningobjectivesandupdatingthepathwayasrequired
Chief/Executive
r. Eachcandidatewillbere-evaluatedquarterlyandtheresultsoftheevaluationwillbepresentedtothesuccessionplanningtaskforce
ChiefExecutive
s. AquarterlyreportwillbesubmittedtothePresident EDHRD
ManpowerPlanning,GradingandDatabaseManagement
1. Purpose: 1.1. To define and regulate the processes associated with Manpower Planning and Manpower Database
Management at DSFH.
2. Definitions:
2.1. Manpower Planning: The development of strategies to match the supply of workers to the availability of jobs in DSFH. It involves reviewing current manpower resources, forecasting future requirements and availability, and taking steps to ensure that the supply of people and skills meets demand.
2.2. Manpower Plan: A compilation of all the signed and approved departmental manpower requirements. The manpower plan reflects the departmental organizational structure
2.3. Manpower Database: The Oracle electronic database set up to include all approved positions. The database forms the basis of the recruitment plan as all vacant positions are reflected in this database
2.4. Hierarchy: Organizational hierarchy is the approved organizational structure of the hospital (see attachment 1). Only hierarchal positions contained in the approved definitions list are approved for use at DSFH.
2.5. Job Description: Every active position at DSFH requires a job description to be completed on the first day of hire. A job description is a prerequisite before a candidate can be hired.
2.6. Position Grade: Every position is subject to a grading review based on set criteria. The position job description forms the basis of the review. All new job descriptions should be graded before candidates are hired as the grade forms the basis for benefits and allowances for every employee. Grades are assigned by a task force led by HR. Chiefs and Directors can request a position to be regarded but they cannot make any decisions about the actual position grade: that is taken care of only by the grading task force. The exception to this is the CEO who is at liberty to request grade establishment or grade change if desired for any position.
3. Policy: 3.1 ItisFakeeh.carepolicytoreviewtheManpowerPlanonanannualbasis3.2 Fakeeh.careholdOULfullaccountableforidentifyingandpresentingmanpowerneedswith
justificationsduringtheannualreview3.3 TheCEOholdstheultimateauthorityforapprovaloftheManpowerPlan3.4 ItisFakeeh.carepolicytoutilizestandardizedjobtitlesforpositionsatExecutive,Leadershipand
Managementlevel.Noexceptionswillbemade.3.5 maintainsaJobPositionandGradingCataloguewithhyperlinkedJobDescriptionswhichincludes
everyapprovedDSFHjobtitle3.6 Fakeeh.caredoesnotpermitmajorchangestoDepartment/Divisionalhierarchalstructureduringthe
yearwithoutstrongjustificationhoweverjobtitlesmaybeaddedanddeletedbasedonapproval3.7 TheCEOholdsthesoleapprovalauthorityforaddingpositionstothemanpower.Nopositionswillbe
addedwithoutthewrittenapprovaloftheCEO.DeletionscanbeapprovedbytheExecutiveDirectorforHR.
3.8 TheHRExecutiveDirectorreservestherighttoaskforjustificationfromanyChieforDirectorrequestingadditionofapositionthatdoesnotcorrespondtoapproveorganizationaldefinitions.TheapprovaloftheCEOisrequiredforanypositionthatdoesnotmeettheapproveddefinition
4. Procedure:ProcedureSteps Responsibility4.1 GeneralInformation
HCM4.1.1 AManpowerReviewisheldannuallyatDSFHinDecember
4.1.2 HumanResourcesDepartmentisresponsibleforcoordinatingallManpowerReviewActivities
4.1.3 HCMwillarrangemutuallyagreeablemeetingtimeswithDirectReportstodiscussmanpowerneedsfortheforthcomingyear
4.1.4 HCMensurestheCurrentFakeeh.careHierarchalPositionTitleframeworkisfollowedduringthemanpowerreviewprocess
4.1.5 Executive,LeadershipandManagementPositionTitlesarestandardized.
4.1.6 HCMcompilestherequirementsintotheannualmanpowerplanandobtainstheapprovalsignaturesoftherelatedDirectReportandtheCEO
4.1.7 HCMensurestheOracleDatabaseismaintained,addsnewlyapprovedpositions,deletespositionsnolongerrequiredandensurestransfersandpromotion’sacrossthehospitalarereflectedinthedatabase.
4.2 ManpowerReview4.2.1 TheHCMCOM&BENwillbeginpreparingtheannualManpower
PlanReviewinNovemberofeachyear4.2.2 EachDirectReportwillbecontactedandamutuallyconvenient
appointmentwillbesetupbetweentheOULandHCM4.2.3 During their scheduled appointment time OUL are required to
present their actual manpower status to the HCM & finance: 4.13.4.b ApprovedManpower4.13.4.c CurrentVacancies4.13.4.d CurrentOrgChartshowingManpowerDistribution
OUL
4.2.4 In addition, all OUL are required to present a predictive plan for the forthcoming year based on work load forecast
OUL
4.2.5 The predictive plan will include any proposed changes to theDepartmentalOrganizationalStructureincluding:4.13.4.b Workservicesandunitstobeaddedtoordeletedfrom
thestructure4.13.4.c Theproposedtitlesofnewworkservicesandunits4.13.4.d PositionTitlestobeaddedordeleted4.13.4.e Requiredchangestomanpowernumbers
OUL
4.2.6 DirectReportsare required topresentstrong justification forallproposedchangesandallchangestostructureshouldbefinalizedbytheendofeachyeartoenablechangestotheOraclesetup
OUL
4.2.7 Justificationmayincludebutisnotlimitedto:4.13.4.b Use of validated statistical/mathematical models of
staffingpredictionifavailable4.13.4.c BusinessIntelligenceSystemdataanalysisifapplicable4.13.4.d Review and analysis of current manpower skills
inventoryversusskillsneededfortheservice4.13.4.e Anticipatedstrategicchangesandinnovations4.13.4.f Changesandadvancesintechnology4.13.4.g ChangesinGovernmentPolicy4.13.4.h Improvedworkflowandoperationalefficiency4.13.4.i Economiesofscale
OUL
4.2.8 TheManpowerReviewmayresultin:4.13.4.b Nochangetoapprovedmanpower4.13.4.c Anapprovedincreaseinmanpower4.13.4.d Anapproveddecreaseinmanpower
4.13.4.e Approval or rejection of requests for new units orservicestobeaddedtotheorganizationalchart
4.13.4.f Approvalorrejectionofproposednewjobtitles13.2.9 FollowingtheconclusionofthemeetingstheHRDataAnalystUnit
Manager will compile the proposed manpower plan for theforthcomingyear.Theplanwillincludetwomanpowertotals,thefirstwill be the actual proposedmanpower and the secondwillshowcurrentfilledpositions
HRDirector
13.2.10 TheHRDirectortogetherwiththeHRDataAnalystUnitManagerwill submittheproposedmanpowerplantotheCEOforreview,amendmentifneededandapproval
HRDirector/HRDataAnalystUnitManager
13.2.11 Oncetheplanisamended,approvedandsignedbytheCEOtheHRDataAnalystUnitManagerwillmaketherequiredchangestothemanpowersetupintheOraclesystemandwillprovidetheDirectReportswithacopyoftheirapprovedmanpower
HRDirector
13.2.12 In theevent thatChanges toDepartmentalStructurehavebeenagreedtheDirectReporthastheresponsibilityto:4.13.4.b ChangetheDepartmentOrganizationalChartasperthe
approvedplanandobtaintheapprovalsignatureoftheCEO.
4.13.4.c Ensure a copy of the revised DepartmentalOrganizational Chart is forwarded to HR AdminCoordinator to be uploaded in the Document GateusingthestandardDSFHDepartmentalOrganizationalChartFormat
4.13.4.d EnsureaPositionDescriptioniscreatedandforwardedto the HR Admin Coordinator for every new positionapprovedreflectingthereportingmechanismsfortheposition based on its location in the DepartmentalOrganizationalChart.
4.13.4.e EnsurestaffchangeIDBadgingwhererequired4.13.4.f Ensurerelatedpoliciesarerevisedaccordingtothenew
structure.
DirectReport
4.3 CreationofNewPositionsnotrelatedtotheManpowerPlanningReviewExercise
DirectReport
4.3.1 DirectReportswillsendanemailrequestforcreationofanewpositiontotheCEOdetailingthejustificationforthepositionandcopytheHRDataAnalystUnitManager
4.3.2 Therequestwillcontainthefollowinginformation:4.13.4.b Theproposedtitleofthenewposition4.13.4.c Thereportinglinefortheposition4.13.4.d Whether this is an additional position or it is to be
establishedwithinexistingapprovednumbers4.13.4.e Which position is to be deleted if no additional
manpowerisrequested
4.3.3 IftheCEOapprovesthepositiontheHRDataAnalystUnitManagerwilladdittotherelevantmanpowerdatabaseinOracle
CEO/HRDataAnalystUnitManager
13.3.3 The Direct Report will forward a Job Description and a revisedOrganizational Chart showing the location of the requestedpositiontotherequesttotheHRAdminCoordinator
DirectReport
13.3.4 TheHRDirectorwill: HRDirector
4.13.4.b Convenethegradingtaskforcetoassignagradetotheposition
4.13.4.c RequesttheHRdataAnalystUnitMangertoestablishasalaryfortheposition
4.4 MaintainingtheDatabase HumanResources4.4.1 MaintainingtheManpowerDatabaseisaHumanResources
Function4.4.2 Allstaffmovements,transfersandpromotionsmustberequested
andapprovedelectronicallyandwillbecoordinatedthroughtheHRDataAnalystUnitManger
HRDataAnalystUnitManager
4.4.3 Itisnotpermittedforanystafftomoveassignmentunlessalltheappropriatestepshavebeenfollowedandthereleasedatehasbeenagreedbetweenbothdepartmentselectronically
4.4.4 HRDirectorwillrequestanystafffoundtobeassignedtoanareadifferenttotheirlocationinthedatabasetoreturntotheoriginalassignmentareauntilapprovalsareobtainedforthemovement
HumanResourcesDirector
4.4.5 Disciplinaryactionmaybeinitiatedfornon-compliancewiththispolicy
EscalationPolicy
1. Purpose:
1.1. To define and regulate the processes of ensuring employee and OUL compliance with feedback time frames for escalating issues associated with noncompliance of selected policies.
2. Definitions: 2.1. Escalation Process: A process which allows concerned staff to raise issues to a higher
authority for timely resolution. An escalation process ensures that the next level of management is informed (often within a specific period of time), if an issue cannot be resolved at the lower level.
3. Policy 3.1 Employeesandconcernedorganizationalunitleadersareheldaccountabletomeetmanagement
deadlinesandresolveissueswithintheirspanofresponsibility3.2 It is thepolicyofDSFHtoraiseunresolved issuestoahigher level inordertoensuresuch issuesare
resolvedinatimelymanner3.3 Penaltiesmaybeappliedtoemployeesandorganizationalunitleaderswhofailtorespondtotheneed
tomeetdeadlines 4. ProcedureProcedureSteps4.1
Theattacheddocument(seeattachment1)outlinestimeframes,processesandresponsibilitiesrelatedtocompletingessentialmanagementandoperationalprocedures
4.2 Eachproceduraltimeframe,relatedprocessesandultimateresponsibilityisclearlyspelledout
4.3 Unresolvedissueswillbeescalatedandpenaltieswillbeappliedaccordingly4.4 Itistheresponsibilityoftherelatedservicetoensurecompliancewiththedeadlinesinthe
attachmentandtoelevateandtakeactionaccordingly