Create high-performance cultures that drive quality results and reinforce the organization’s mission and values..
Create high-performance cultures that drive quality results and reinforce the organization’s mission and values.
The mission of the Human Resources Department is to advance the overall mission of the Mafraq Hospital through ensuring we have effective acquisition, retention, and support and provide quality, customer-driven human resources services.
HR services achieves its mission by providing an organizational framework to recruit the qualified applicants, compensate, develop and reward the diverse workforce, while ensuring an environment the optimized productivity, efficiency and effectiveness’.
Recruitment Process
1. Purpose:
To define and streamline the process of the Recruitment Activities at Mafraq Hospital and to ensure that vacancies are filled with suitable candidates in a timely and efficient manner to serve the Mafraq Hospital Staffing needs and requirements
2. Scope:
This process applies to all recruitment activities for Medical/ Nursing/ Allied Health Professional and Administration positions for Mafraq Hospital.
3. Target Audience:
All new hires applying for a job at Mafraq Hospital.
4. RESPONSIBILITY
4.1 It is the responsibility of the Recruitment Section to ensure availability of approved Manpower Budget for all Departments, CVs data base (ERP Oracle), Standard Forms, Job Descriptions, Skills Checklists, Departmental Profile and list of approved Recruitment Agencies.
4.2 It is the responsibility of the HOD/LM to identify the available vacancy due to new post/replacement. Then to fill in the RRF and ensure that it is submitted to the Recruitment Section 3 months prior to the need to fill the vacancy or as soon as the vacancy becomes known.
5. POLICY STATEMENT
5.1 Upon authorization to fill a vacant position (RRF), the Recruitment Section will chick in Oracle to ensure position available within budget. The Recruitment Section will review the Vacancy information and identify the best approach to the task of filling the position (In line with the HR policies & Procedures).
5.2 All vacant/new positions have to be advertised internally within Mafraq& other SEHA facilities first and whenever deemed necessary and before seeking candidates from outside the organization (Deadline for any advertisement should not be more than 2 weeks). If unable to find suitable candidates within Mafraq/SEHA then recruiter can go ahead and look for external candidates.
5.3 It is the policy to interview not less than 3 candidates for each position and not less than 6 candidates if interviews are conducted overseas, exceptions for those hard to fill positions.
5.4 It is the policy that All Health Professionals should undergo HAAD exams (if applicable) prior to submit their files for approval.
5.5 It is the policy that all candidates’ credentials have to be verified and obtain the Primary Source Verification (PSV) according to HAAD requirements and SEHA hiring criteria
5.6 It is the policy that all candidates have to be approved by the HAAD and SEHA prior to their hiring (if applicable).
5.7 It is the policy that interviews should be conducted in compliance with HAAD regulations and SEHA HR policy.
5.8 It is a policy that the Employment Application shall be kept in the Human Resources/Recruitment Section data base for 12 months after which keeping such information shall be considered as insignificant.
6. PROCEDURE
6.1 Upon receipt of approved RRFs, the Recruitment Section will advertise all vacancies internally when deemed necessary before considering external applicants.
6.2 The Recruitment Section will send suitable CVs (internal posting/CV database) that meets PQR to HOD/LM for review. A list of CVs to be attached; as many as possible.
6.3 The HOD /LM will send the feedback & comments within 3-5 working days. Justification
should be given for non-shortlisted candidates.
6.4 Those who are not shortlisted, to send Regret letter to them.
6.5 The Recruitment Section will arrange written exams / Interviews for shortlisted candidates as per SEHA/HAAD policy.
6.6 A letter of regret to be sent to those who are not recommended or fail exam.
6.7 The Recruitment Section will submit the recommended files for Admin candidates to SEHA for further approval (whenever applicable).
6.8 If disapproved by SEHA, a letter of regret to be sent to the candidates.
6.9 Once the interview panel selects the suitable candidates for the position, the Recruitment Section will send the Provisional Offer, collate full-file as per HAAD and SEHA required documents.
6.10 Once received the complete file, the Recruitment Section will generate the PDF for the Hospital Internal Approval.
6.11 The Recruitment Section/Candidates will submit the Qualifications, Licenses and Current Certificate of Services for Primary Source Verifications to the designated company by HAAD.
6.12 Regret letters to be sent to those whom received negative response
6.13 If positive, the Recruitment Section will submit the complete HAAD application on line for HAAD approval/Disapproval. Recruitment Section will arrange HAAD exam and will communicate with candidates (Whenever is applicable)
6.14 The Recruitment Section will obtain the CID approval and HAAD license:
6.14.1 Regret letters to be sent to candidates disapproved by HAAD/CID.
6.15 The Recruitment Section will generate the official offer once the license approval is received from HAAD for clinical staff and SEHA/Internal Hospital approval and other clearances are received for all candidates and send to the agency/direct hire candidates.
6.16 Once the acceptance of offer received from candidates with his/her EDA, the Recruitment Section will inform the HOD and will start the On-boarding process.
6.17 The Recruitment Section will send the On-boarding guidance to candidates to make them aware of the joining process.
6.18 The Recruitment Section will ensure the following:
6.18.1 For international Candidates:
6.18.1.1 Request Visa within 20 working days prior to the agreed EDA.
6.18.1.2 Visa issued, request E-ticket.
6.18.1.3 Send visa and e-ticket to direct candidates/agency.
6.18.1.4 Arrange accommodation and the meet and greet for joining candidates.
6.18.1.5 Notify HODs/LM of confirmed arrival date one week prior to arrival.
6.18.1.6 Arrange for Medical Check-up, fingerprints prior to candidates arrival
6.18.1.7 Arrange bank account as part of the recruitment induction process upon arrival.
6.18.2 For candidates within the UAE:
6.18.2.1 Arrange Finger Prints for candidates who are residing in UAE prior to sending Staff Data Form to CID for approval.
6.18.2.2 Arrange for Medical Check-up, fingerprints 10 working days prior to joining date.
6.18.2.3 Clear out UAE Visa status.
6.18.2.4 Obtain end of service certificate from current employer and bank account details before or upon joining.
6.18.2.5 Notify HOD/LM of confirmed arrival one week prior to mobilization.
6.18.3 Upon arrival the Recruiters will update new hires details on Oracle and send their details to all relevant departments.
6.18.4 Recruiters will welcome candidates on their first day and complete the necessary HR forms and hand them Mafraq’s New Employee Welcome Pack. HOD must ensure to book their new employees to the hospital general orientation and mandatory training program. New hires can then report to their department and start their departmental orientation.
MAFRAQ HOSPITAL EDUCATION PLAN:
Succession Planning and Career Development Plan:
Investing Today for Tomorrow’s UAE Leaders
As part of our commitment to developing UAE nationals as our healthcare leaders of the future, Mafraq Hospital has developed a Career and Leadership Development Program that prepares them to undertake their next managerial and leadership role within the Hospital.
Under the direction of the Chief Human Resources Officer, Abdulla Al Dhaheri, the Mafraq Training Team has developed a Leadership Development Strategy, which is supported by an engaging vocational educational program, delivered in partnership with Abu Dhabi University Knowledge Group.
The aim of the strategy is to ensure that Mafraq staff are prepared and trained to manage and lead the Hospital into the future and to ensure that we are not promoting our staff before they are appropriately trained by specifically enabling them to:
• Create high-performance cultures that drive quality results and reinforce the organization’s mission and values.
• To develop as leaders who can manage the Hospital and inspire their employees.
• Align employee self-interest, energy and talents with the organization’s strategy.
Retention Program
It is important to first pinpoint the root cause of the retention issue before implementing a program to address it. Once identified, a program can be tailored to meet the unique needs of the Mafraq Hospital. A variety of programs exist to help increase employee retention.
1. Career Development – It is important for employees to understand their career path within Mafraq Hospital to motivate them to remain in the organization to achieve their personal career goals. Through surveys, discussion and employee meetings, employees can better understand their goals for personal development. With these developmental goals in mind, Mafraq Hospital can offer tailored career development opportunities to its employees.
2. Executive Coaching – Executive coaching can be used to build competencies in leaders within Mafraq. Coaching can be useful in times of organizational change, to increase a leader’s effectiveness or to encourage managers to implement coaching techniques with peers and direct reports. The coaching process begins with an assessment of the individual’s strengths and opportunities for improvement. The issues are then prioritized and interventions are delivered to target key weaknesses. Assistance is then provided to encourage repeated use of newly acquired skills.
3. Motivating Across Generations – workforce should be including a diverse population of employees from multiple generations. As each generation holds different expectations for the workplace, it is important to understand the differences between these generations regarding motivation and engagement. Managers, especially, must understand how to handle the differences among their direct reports.
4. Orientation and On Boarding – An employee’s perception of an organization takes shape during the first several days on the job. It is in the best interest of both the employee and Mafraq Hospital to impart knowledge about the company quickly and effectively to integrate the new employee into the workforce. By implementing an effective on boarding process, short-term turnover rates will decrease and productivity will increase.
5. Exit Interview and Separation Management Programs
1.1. Retention Tools and Resources
Employee Surveys – By surveying employees, organizations can gain insight into the motivation, engagement and satisfaction of their employees. It is important for organizations to understand the perspective of the employee in order to create programs targeting any particular issues that may impact employee retention.
Exit Interviews – By including exit interviews in the process of employee separation, organizations can gain valuable insight into the workplace experience. Exit interviews allow the organization to understand the triggers of the employee’s desire to leave as well as the aspects of their work that they enjoyed. The organization can then use this information to make necessary changes to their company to retain top talent. Exit interviews must, however, ask the right questions and elicit honest responses from separating employees to be effective.
“INJAZ” Accomplishment of Human Resources Department
Purpose of “INJAZ”
The program aim to:
• Create a cooperative environment among the HR department by knowing about the other sections duties and responsibilities.
• Reward the best achievement section and the employee behind the achievement.
Annually-will be conducted at the end of every first quarter yearly.
Rewarding category in 2011 -2012:
• “Best sections Achievement Award 2011 -2012”
• “ Best Employee Achievements Award 2011 -2012“
• “Best Attendance Record Award”
• “Longest Service Award”
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