This is the
first of a series of articles that will appear in SandScript, covering a number
of our 22 KFSH&RC Strategic Programs designed to take us forward toward our
vision of being a world-leading institution of excellence and innovation in
healthcare.
Strategic
Program 01 Re-engineer HR Processes and Program 04 Organization and HR
Implementation Projects have addressed not only a major restructuring of the
KFSH&RC organization, but also the development of new HR processes and
tools in such areas as job descriptions, job evaluations, required
competencies, performance management, compensation, and manpower planning.
The newly
implemented organizational structure was originally proposed by Hewitt
Associates as part of their consulting assignment. Their draft proposal was
reviewed and approved by the Board of Directors and a Task Force, headed by the
Chief Administrative Officer, that was formed to oversee the complex task of
implementing the new structure.
The key
feature of the new structure is the creation of new corporate functions with
responsibility for policy and strategy across the entire organization,
including the Riyadh and Jeddah campuses and any future hospital sites or
stand-alone centers of excellence. This provides a clear delineation between
strategic and operational management that is typical of organizations worldwide
of the size and scope of KFSH&RC.
The Task
Force recommended a prioritized implementation based on the degree and/or ease
of the changes involved in each operating area. Those operating areas that will
undergo the most change will need to phase in over a longer period of time.
Task Force
Progress to Date:
•
Reorganizational changes at the corporate level
have been discussed with the concerned Executive Directors.
•
New positions have been created for Chief
Operating Officers in Riyadh and Jeddah, Chief Financial Officer, and Chief Administrative
Officer.
•
Details of certain dual reporting relationships
have been identified for both Corporate Officers and Site Managers.
•
The CEO has approved the new organizational
structures for Information Technology Affairs, Human Resource Services, Supply Chain
Management, and Facility Management Group.
•
The newly restructured functions will be fully
defined, including positions, finalized job descriptions, manpower plan, and
KPIs.
•
Upskilling plans (competencies) will be
developed for each functional area, and vacancies to be recruited for will be
identified.
•
Additional positions involving “double-hatting”
(dual reporting responsibilities) are being identified, clarified and reviewed with
the Executive Directors involved and with HR and Organization and Management
(O&M), as appropriate, prior to submission for CEO approval.
•
The more complex transformations involve
functional areas that are to be transferred or merged with others, which will undergo
a considerably higher degree of change. These include Quality Management and
Clinical Audit, Media Affairs and Public Relations, Patient Relations and
Social Services, Internal Audit and Operational Audit, Monitoring and
Follow-up, Planning and Monitoring, and Case Management. O&M has been
requested to benchmark the above-stated departments and identify the best
practices to be submitted to the Task Force for review and action.
•
Our consulting service, the Advisory Board, has
also been requested to carry out a survey to assist the Task Force in
presenting the optimal choices and recommendations to the CEO.
The atmosphere
was celebratory and filled with surprises and gifts for the members of the
audience, who were picked randomly by the organizers. Among those who received recognition
were: the staff of SSCU-B, MICU-C, MICU-D, and Critical Care Medicine physicians.
At the end of the celebration, the recognized employees gathered for a group picture
and went for lunch in the Prince Salman Auditorium Foyer.
