‫اﻟﻨﻤﻮذج اﻟﻮﻃﻨـﻲ اﻟﻤﻮﺣﺪ ﻟﻠﺠﻮدة واﻟﺘﻤﻴﺰ اﻟﻤﺆﺳﺴﻲ‬

‫ﻟﺠﻤﻴـﻊ اﻟﻘﻄـﺎﻋـﺎت ﻓﻲ اﻟﻤﻤﻠﻜـﺔ اﻟﻌﺮﺑﻴـﺔ اﻟﺴﻌﻮدﻳـــﺔ‬

‫ا‪I‬ﺻﺪار اﻟﺜﺎﻧﻲ‬
 ‫ﻧﻤــﻮذج اﻟﺘﻤﻴـــﺰ‬
‫ﻟﺠﺎﺋـﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠـــﻮدة‬
‫اﻟﻨﻤﻮذج اﻟﻮﻃﻨﻲ اﻟﻤﻮﺣﺪ ﻟﻠﺠﻮدة واﻟﺘﻤﻴﺰ اﻟﻤﺆﺳﺴﻲ‬
‫ﻟﺠﻤﻴﻊ اﻟﻘﻄﺎﻋﺎت ﻓﻲ اﻟﻤﻤﻠﻜﺔ اﻟﻌﺮﺑﻴﺔ اﻟﺴﻌﻮدﻳﺔ‬

‫ا‪I‬ﺻﺪار اﻟﺜﺎﻧﻲ‬
‫ذو اﻟﻘﻌﺪة ‪ ١٤٣٧‬ﻫـ‬
‫أﻏﺴﻄﺲ ‪ ٢٠١٦‬م‬

‫ﻫﺬا ا‪I‬ﺻﺪار ﻟﻢ ﻳﻄﺮأ ﻋﻠﻴﻪ ﺗﻐﻴﺮات ﺟﻮﻫﺮﻳﺔ وإﻧﻤﺎ إﻋﺎدة‬

‫ﺗﻨﺴﻴﻖ ﻟ‪l‬ﺻﺪار ا‪k‬ول ﺑﺎ‪I‬ﺿﺎﻓﺔ إﻟﻰ إدراج ﻣﻠﺤﻖ دﻟﻴﻞ‬
‫ﺷﺮح اﻟﻤﺼﻄﻠﺤﺎت‪.‬‬

‫ﺟﻤﻴﻊ اﻟﺤﻘﻮق ﻣﺤﻔﻮﻇﺔ ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫‪١٤٣٦‬ﻫـ ‪٢٠١٥‬م‬
 ‫ﻓﻬـــﺮس اﻟﻤﺤﺘﻮﻳــــﺎت‬

‫اﻟﺼﻔﺤﺔ‬ ‫اﻟﻤﻮﺿــﻮع‬

‫ﻣﻘﺪﻣﺔ‬

‫ﻧﻤﻮذج اﻟﺘﻤﻴﻴﺰ ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪاﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫ﻓﻠﺴﻔﺔ ﺑﻨﺎء ﻧﻤﻮذج اﻟﺠﺎﺋﺰة‬

‫ﺻﻴﺎﻏﺔ ﻣﺤﺘﻮى اﻟﻨﻤﻮذج‬

‫ﻣﺮﺗﻜﺰات اﻟﻨﻤﻮذج‬

‫ﻣﺒﺎدئ اﻟﺠﻮدة واﻟﺘﻤﻴﺰ اﻟﻤﺆﺳﺴﻲ‬

‫ﻣﻌﺎﻳﻴﺮ اﻟﺠﺎﺋﺰة‬

‫ﻣﺼﻔﻮﻓﺔ ﻣﺒﺎدئ اﻟﺠﻮدة واﻟﺘﻤﻴﺰ وﻣﻌﺎﻳﻴﺮ اﻟﺠﺎﺋﺰة‬

‫أداة اﻟﺘﻘﻴﻴﻢ اﻟﻤﺆﺳﺴﻲ )إﺗﻘﺎن(‬

‫ا‪W‬وزان اﻟﻤﻌﺘﻤﺪة ﻟﻠﻤﻤﻜﻨﺎت واﻟﻨﺘﺎﺋﺞ‬

‫ﻣﻠﺤــﻖ ﺗﻔﺼﻴــــﻠﻲ ﻟﻠﻨﺘـﺎﺋـــﺞ‬

‫ﻣﻠﺤــﻖ دﻟﻴﻞ ﺷﺮح اﻟﻤﺼﻄﻠﺤﺎت‬

‫اﻟﻔـﻬــﺮس‬
‫ﻣـﻘــﺪﻣــــﺔ‬

‫‪/ /‬‬

‫‪4‬‬
 ‫ﻧﻤــﻮذج اﻟﺘﻤﻴـــﺰ‬
‫ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫ﻣﻌﺎﻳﻴﺮ اﻟﺠﺎﺋﺰة‬

‫أداة اﻟﺘﻘﻴﻴﻢ اﻟﻤﺆﺳﺴﻲ‬

‫‪5‬‬
 ‫ﺻﻴﺎﻏﺔ ﻣﺤﺘﻮى اﻟﻨﻤﻮذج‬ ‫ﻓﻠﺴﻔﺔ ﺑﻨﺎء ﻧﻤﻮذج اﻟﺠﺎﺋﺰة‬

‫ﻣﺮﺗﻜﺰات اﻟﻨﻤﻮذج‬
‫أوﻻ‪ :‬ﻣﺒﺎدئ اﻟﺠﻮدة واﻟﺘﻤﻴﺰ اﻟﻤﺆﺳﺴﻲ‬

‫‪6‬‬
 ‫ﻧﻤــﻮذج اﻟﺘﻤﻴـــﺰ‬
‫ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫‪ .‬ا‪-‬دارة ﺑﺎﻟﻌﻤﻠﻴﺎت‬ ‫‪ .‬اﻟﻘﻴﺎدة ﺑﺎ‪-‬ﻟﻬﺎم واﻟﻘﺪوة اﻟﺤﺴﻨﺔ‬

‫‪ .‬ﺗﻄﻮﻳﺮ َ‬
‫اﻟﺸﺮاﻛﺎت اﻟﻨﺎﺟﺤﺔ‬
‫‪ .‬اﻻﻫﺘﻤﺎم ﺑﺎﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬

‫‪ .‬اﻟﺘﻌﻠﻢ واﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬

‫‪ .‬اﻟﺘﺮﻛﻴﺰ ﻋﻠﻰ اﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬

‫‪7‬‬
‫‪ .‬ﺗﺤﻘﻴﻖ ﻧﺘﺎﺋﺞ ﻣﺘﻔﻮﻗﺔ وﻣﺴﺘﺪاﻣﺔ‬ ‫‪ .‬ﺗﻌﺰﻳﺰ ا‪0‬ﺑﺪاع وﺗﺴﺨﻴﺮ اﻻﺑﺘﻜﺎر‬

‫ﺛﺎﻧﻴ ًﺎ‪ :‬ﻣﻌﺎﻳﻴﺮ اﻟﺠﺎﺋﺰة‬

‫‪ .‬ﺗﺒﻨﻲ اﻟﻤﺴﺆوﻟﻴﺔ اﻟﻤﺠﺘﻤﻌﻴﺔ‬

‫‪8‬‬
 ‫ﻧﻤــﻮذج اﻟﺘﻤﻴـــﺰ‬
‫ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫ﻓﻬﺮس اﻟﻤﻌﺎﻳﻴﺮ‬

‫اﻟــﻮزن‬ ‫اﻟﻤﻌـــﻴـــﺎر‬
‫‪150‬‬ ‫اﻟﻘﻴـــﺎدة ا‪3‬دارﻳــــﺔ‬ ‫اﻟﻤﻌﻴـــﺎر ا‪8‬ول‪:‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪100‬‬ ‫اﻟﻤﻌﻴــﺎر اﻟﺜــﺎﻧــﻲ‪ :‬اﻟﺘﺨﻄﻴــﻂ ا‪3‬ﺳﺘﺮاﺗﻴﺠﻲ‬
‫‪-‬‬
‫‪-‬‬
‫‪100‬‬ ‫اﻟﻤﻌﻴــﺎر اﻟﺜـﺎﻟــﺚ‪ :‬اﻟﻤـــﻮارد اﻟﺒﺸــﺮﻳـــﺔ‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪100‬‬ ‫اﻟﻤﻌﻴــﺎر اﻟﺮاﺑــــﻊ‪ :‬اﻟﺸــﺮاﻛــﺎت واﻟﻤـــﻮارد‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪150‬‬ ‫اﻟﻤﻌﻴﺎر اﻟﺨﺎﻣﺲ‪ :‬إدارة اﻟﻌﻤﻠﻴــﺎت واﻟﻤﻨﺘﺠــﺎت واﻟﺨﺪﻣــﺎت‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪150‬‬ ‫اﻟﻤﻌﻴﺎر اﻟﺴﺎدس‪ :‬ﻧﺘﺎﺋــﺞ اﻟﻤﺴﺘﻔﻴــﺪﻳـﻦ‬
‫‪-‬‬
‫‪-‬‬
‫‪100‬‬ ‫اﻟﻤﻌﻴــﺎر اﻟﺴـﺎﺑـﻊ‪ :‬ﻧﺘﺎﺋــﺞ اﻟﻤـــﻮارد اﻟﺒﺸــﺮﻳــﺔ‬
‫‪-‬‬
‫‪-‬‬
‫‪150‬‬ ‫اﻟﻤﻌﻴــﺎر اﻟﺜﺎﻣــﻦ‪ :‬ﻧﺘﺎﺋـــﺞ ا‪8‬داء اﻟﺮﺋﻴﺴــﻴﺔ‬
‫‪-‬‬
‫‪-‬‬
‫‪1,000‬‬ ‫ﻣﺠﻤﻮع اﻟﻨﻘــﺎط‬

‫‪9‬‬
 ‫اﻟﻤﻌﺎﻳﻴﺮ اﻟﺘﻔﺼﻴﻠﻴﺔ‬

‫اﻟﻤﻌﻴﺎر ا‪5‬ول‪ :‬اﻟﻘﻴﺎدة ا‪0‬دارﻳﺔ‬

‫ﺗﺤﺪﻳﺪ اﻟﺘﻮﺟﻪ ا‪0‬ﺳﺘﺮاﺗﻴﺠﻲ‬ ‫‪-‬‬

‫ﺗﻌﺰﻳﺰ اﻟﻌﻼﻗﺔ ﻣﻊ ﻛﺎﻓﺔ اﻟﻤﻌﻨﻴﻴﻦ‬ ‫‪-‬‬

‫دﻋﻢ ﺛﻘﺎﻓﺔ اﻟﺠﻮدة واﻟﺘﻤﻴﺰ وا‪0‬ﺑﺪاع‬ ‫‪-‬‬

‫ﻣﺘﺎﺑﻌﺔ وﻣﺮاﺟﻌﺔ اﻟﻨﻈﺎم ا‪0‬داري وا‪5‬داء‬ ‫‪-‬‬

‫اﻟﻤﺆﺳﺴﻲ‬

‫‪10‬‬
 ‫ﻧﻤــﻮذج اﻟﺘﻤﻴـــﺰ‬
‫ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫إدارة اﻟﺘﻐﻴﻴﺮ وإدارة اﻟﻤﺨﺎﻃﺮ وا‪3‬زﻣﺎت‬ ‫‪-‬‬

‫‪ -‬اﻟﺤﻮﻛﻤﺔ واﻟﻤﺴﺆوﻟﻴﺔ اﻟﻤﺠﺘﻤﻌﻴﺔ‬

‫اﻟﻤﻌﻴﺎر اﻟﺜﺎﻧﻲ‪ :‬اﻟﺘﺨﻄﻴﻂ ا?ﺳﺘﺮاﺗﻴﺠﻲ‬

‫‪11‬‬
 ‫إﻋﺪاد وﻧﺸﺮ اﻟﺨﻄﺔ ا)ﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫‪-‬‬

‫اﻟﻤﻌﻴﺎر اﻟﺜﺎﻟﺚ‪ :‬اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬

‫ﺗﻄﺒﻴﻖ وﻣﺘﺎﺑﻌﺔ اﻟﺨﻄﺔ ا)ﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫‪-‬‬

‫‪12‬‬
 ‫ﻧﻤــﻮذج اﻟﺘﻤﻴـــﺰ‬
‫ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫إﻋﺪاد ﺧﻄﻂ وﺳﻴﺎﺳﺎت وإﺟﺮاءات اﻟﻤﻮارد‬ ‫‪-‬‬

‫اﻟﺒﺸﺮﻳﺔ‬

‫ﺑﻴﺌﺔ اﻟﻌﻤﻞ وﺗﻤﻜﻴﻦ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬ ‫‪-‬‬

‫اﻟﺘﻮاﺻﻞ واﻟﻤﺸﺎرﻛﺔ‬ ‫‪-‬‬ ‫ﺗﻄﻮﻳﺮ ﻣﻌﺎرف وﻗﺪرات اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬ ‫‪-‬‬

‫‪13‬‬
 ‫ﺗﻘﻴﻴﻢ ا‪+‬داء واﻟﺘﻘﺪﻳﺮ‬ ‫‪-‬‬

‫إدارة اﻟﻤﻮارد اﻟﻤﺎﻟﻴﺔ‬ ‫‪-‬‬

‫اﻟﻤﻌﻴﺎر اﻟﺮاﺑــﻊ‪:‬‬
‫اﻟﺸــﺮاﻛـــﺎت واﻟﻤـــﻮارد‬

‫إدارة اﻟﺸﺮاﻛﺎت واﻟﺘﺤﺎﻟﻔﺎت ا=ﺳﺘﺮاﺗﻴﺠﻴﺔ‬ ‫‪-‬‬

‫‪14‬‬
 ‫ﻧﻤــﻮذج اﻟﺘﻤﻴـــﺰ‬
‫ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫إدارة اﻟﻤﺮاﻓﻖ واﻟﻤﻤﺘﻠﻜﺎت‬ ‫‪-‬‬

‫اﻟﻤﻌﻴﺎر اﻟﺨﺎﻣﺲ‪:‬‬
‫إدارة اﻟﻌﻤﻠﻴﺎت واﻟﻤﻨﺘﺠﺎت واﻟﺨﺪﻣﺎت‬

‫ﺗﺤﺪﻳﺪ وﺗﺼﻤﻴﻢ وإدارة اﻟﻌﻤﻠﻴﺎت‬ ‫‪-‬‬

‫إدارة اﻟﺘﻘﻨﻴﺔ واﻟﻤﻌﺮﻓﺔ‬ ‫‪-‬‬

‫ﺗﺼﻤﻴﻢ وإدارة اﻟﻤﻨﺘﺠﺎت واﻟﺨﺪﻣﺎت‬ ‫‪-‬‬

‫‪15‬‬
‫إدارة وﺗﺴﻮﻳﻖ اﻟﻤﻨﺘﺠﺎت واﻟﺨﺪﻣﺎت‬ ‫‪-‬‬

‫اﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ ﻟﻠﻌﻤﻠﻴﺎت واﻟﻤﻨﺘﺠﺎت‬ ‫‪-‬‬

‫واﻟﺨﺪﻣﺎت‬

‫إدارة اﻟﻌﻼﻗﺔ ﻣﻊ اﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬ ‫‪-‬‬

‫‪16‬‬
 ‫ﻧﻤــﻮذج اﻟﺘﻤﻴـــﺰ‬
‫ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫اﻟﻤﻌﻴﺎر اﻟﺴﺎﺑﻊ‪ :‬ﻧﺘﺎﺋﺞ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬

‫ﻣﻘﺎﻳﻴﺲ رأي اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬ ‫‪-‬‬

‫اﻟﻤﻌﻴﺎر اﻟﺴﺎدس‪ :‬ﻧﺘﺎﺋﺞ اﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬

‫‪ -‬ﻣﺆﺷﺮات ا<داء اﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬

‫ﻣﻘﺎﻳﻴﺲ رأي اﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬ ‫‪-‬‬

‫‪ -‬ﻣﺆﺷﺮات ا<داء اﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬

‫‪17‬‬
 ‫اﻟﻤﻌﻴﺎر اﻟﺜﺎﻣﻦ‪ :‬ﻧﺘﺎﺋﺞ ا*داء اﻟﺮﺋﻴﺴﻴﺔ‬

‫ﻣﺆﺷﺮات ا*داء اﻟﺮﺋﻴﺴﻴﺔ‬ ‫‪-‬‬ ‫ﻣﺨﺮﺟﺎت ا*ﻋﻤﺎل اﻟﺮﺋﻴﺴﻴﺔ‬ ‫‪-‬‬

‫‪18‬‬
 ‫ﻧﻤــﻮذج اﻟﺘﻤﻴـــﺰ‬
‫ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫ﻣﺼﻔﻮﻓﺔ ﻣﺒﺎدئ اﻟﺠﻮدة واﻟﺘﻤﻴﺰ وﻣﻌﺎﻳﻴﺮ اﻟﺠﺎﺋﺰة‬

‫اﻟﻘﻴﺎدة‬
‫ﺗﺤﻘﻴﻖ ﻧﺘﺎﺋﺞ‬ ‫ﺗﺒﻨﻲ‬ ‫اﻟﺘﻌﻠﻢ ﺗﻌﺰﻳﺰ ا?ﺑﺪاع‬ ‫ﺗﻄﻮﻳﺮ‬ ‫اﻟﺘﺮﻛﻴﺰ‬ ‫اﻻﻫﺘﻤﺎم‬
‫ا?دارة‬ ‫ﺑﺎ?ﻟﻬﺎم‬
‫اﻟﺸﺮاﻛﺎت واﻟﺘﺤﺴﻴﻦ و ﺗﺴﺨﻴﺮ اﻟﻤﺴﺆوﻟﻴﺔ ﺷﺎﻣﻠﺔ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﻤﻮارد‬ ‫اﻟﻤﻌﻴﺎر اﻟﻔﺮﻋﻲ‬ ‫اﻟﻤﻌﻴﺎر اﻟﺮﺋﻴﺴﻲ‬
‫ﺑﺎﻟﻌﻤﻠﻴﺎت‬ ‫واﻟﻘﺪوة‬
‫اﻻﺑﺘﻜﺎر اﻟﻤﺠﺘﻤﻌﻴﺔ وﻣﺘﻤﻴﺰة‬ ‫اﻟﻤﺴﺘﻤﺮ‬ ‫اﻟﻨﺎﺟﺤﺔ‬ ‫اﻟﺒﺸﺮﻳﺔ اﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬
‫اﻟﺤﺴﻨﺔ‬

‫‪19‬‬
‫ﺛﺎﻟﺜ ًﺎ‪ :‬أداة اﻟﺘﻘﻴﻴﻢ اﻟﻤﺆﺳﺴﻲ‬

‫‪20‬‬
 ‫ﻧﻤــﻮذج اﻟﺘﻤﻴـــﺰ‬
‫ﻟﺠﺎﺋﺰة اﻟﻤﻠﻚ ﻋﺒﺪ اﻟﻌﺰﻳﺰ ﻟﻠﺠﻮدة‬

‫ﻣﻜﻮﻧــﺎت‬

‫إﻧـﻔـــﺎذ‬ ‫أداء‬

‫ﻗﻴﺎس‬

‫ﺗﻄﻮﻳﺮ‬

‫ﻧﻈﺎم‬

‫‪21‬‬
 ‫ا‪+‬وزان اﻟﻤﻌﺘﻤﺪة‬
‫ﻟﻠﻤﻤﻜﻨﺎت واﻟﻨﺘـــﺎﺋــﺞ‬

‫‪22‬‬
 ‫ﻣﻠﺤﻖ ﺗﻔﺼﻴﻠﻲ ﻟﻠﻨﺘﺎﺋـﺞ‬

‫ﻣـﻘـﺪﻣـــﺔ‬

‫‪23‬‬
 ‫اﻟﻤﻌﻴﺎر اﻟﺴﺎدس‪:‬‬
‫ﻧﺘﺎﺋﺞ اﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬

‫‪ -‬ﻣﺆﺷﺮات ا‪K‬داء اﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬ ‫‪ -‬ﻣﻘﺎﻳﻴﺲ رأي اﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬

‫اﻟﺴﻤﻌﺔ واﻟﺼﻮرة اﻟﺬﻫﻨﻴﺔ‬ ‫اﻻﻧﻄﺒﺎع اﻟﻌﺎم‬

‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫ﻗﻴﻤﺔ اﻟﻤﻨﺘﺠﺎت واﻟﺨﺪﻣﺎت‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫ﺗﻘﺪﻳﻢ اﻟﻤﻨﺘﺠﺎت واﻟﺨﺪﻣﺎت‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫ﺗﻘﺪﻳﻢ اﻟﺨﺪﻣﺎت واﻟﻤﻨﺘﺠﺎت‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫اﻟﻌﻼﻗﺔ ﻣﻊ اﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫اﻟﻌﻼﻗﺔ ﻣﻊ اﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬

‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬

‫‪24‬‬
 ‫ﻣﻠﺤﻖ ﺗﻔﺼﻴﻠﻲ ﻟﻠﻨﺘﺎﺋـﺞ‬

‫اﻟﻤﻌﻴﺎر اﻟﺴﺎﺑﻊ‪:‬‬
‫ﻧﺘﺎﺋﺞ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬

‫‪ -‬ﻣﺆﺷﺮات ا‪N‬داء اﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬ ‫ﻣﻘﺎﻳﻴﺲ رأي اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬ ‫‪-‬‬

‫ﺧﻄﻂ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ واﻻﻟﺘﺰام اﻟﻮﻇﻴﻔﻲ‬ ‫اﻟﻘﻴﺎدة ا‪E‬دارﻳﺔ وا‪E‬دارة اﻟﻌﻠﻴﺎ‬

‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫اﻟﻤﺸﺎرﻛﺔ‬
‫‪-‬‬
‫‪-‬‬
‫اﻟﺘﺪرﻳﺐ وﺗﻄﻮﻳﺮ ا‪N‬داء‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫ﺑﻴﺌﺔ اﻟﻌﻤﻞ وﻣﻜﺎن اﻟﻌﻤﻞ‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬

‫‪-‬‬ ‫إدارة ا‪N‬داء اﻟﻮﻇﻴﻔﻲ‬

‫‪-‬‬
‫ﺑﻴﺌﺔ وﻣﻜﺎن اﻟﻌﻤﻞ‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫اﻻﺗﺼـــﺎل اﻟﻔـﻌــــﺎل‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬

‫‪25‬‬
 ‫اﻟﻤﺨﺮﺟﺎت اﻟﻤﺎﻟﻴﺔ‬ ‫ﻣﺸﺎرﻛﺔ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬

‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬

‫‪-‬‬
‫‪-‬‬
‫ﺣﺠﻢ اﻟﻤﻨﺘﺠﺎت واﻟﺨﺪﻣﺎت وا=ﺳﻮاق اﻟﺮﺋﻴﺴﻴﺔ‬
‫اﻻﺗﺼﺎل واﻟﺘﻮاﺻﻞ‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫ﻣﺨﺮﺟﺎت اﻟﻌﻤﻠﻴﺎت اﻟﺮﺋﻴﺴﻴﺔ‬
‫اﻟﺘﻮﻃﻴﻦ‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫اﻧﻄﺒﺎﻋﺎت اﻟﻤﺠﺘﻤﻊ‬

‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫اﻟﻤﻌﻴﺎر اﻟﺜﺎﻣﻦ‪ :‬ﻧﺘﺎﺋﺞ ا=داء اﻟﺮﺋﻴﺴﻴﺔ‬
‫‪-‬‬
‫‪-‬‬ ‫‪ -‬ﻣﺨﺮﺟﺎت ا=ﻋﻤﺎل اﻟﺮﺋﻴﺴﻴﺔ‬

‫اﻧﻄﺒﺎﻋﺎت اﻟﺸﺮﻛﺎء واﻟﻤﻮردﻳﻦ‬ ‫ا=داء ﻣﻘﺎﺑﻞ اﻟﺘﻮﺟﻪ ا‪I‬ﺳﺘﺮاﺗﻴﺠﻲ‬

‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬

‫‪26‬‬
 ‫ﻣﻠﺤﻖ ﺗﻔﺼﻴﻠﻲ ﻟﻠﻨﺘﺎﺋـﺞ‬

‫‪ -‬ﻣﺆﺷﺮات ا*داء اﻟﺮﺋﻴﺴﻴﺔ‬

‫اﻟﻤﺆﺷﺮات اﻟﻤﺎﻟﻴﺔ‬

‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬
‫‪-‬‬

‫ﻣﺆﺷﺮات اﻟﻤﻮارد اﻟﺘﻘﻨﻴﺔ واﻟﻤﻌﺮﻓﻴﺔ‬ ‫ﻣﺆﺷﺮات ا*داء ﻟﻠﺸﺮﻛﺎء واﻟﻤﻮردﻳﻦ‬

‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬
‫ﻣﺆﺷﺮات اﻟﺤﻮﻛﻤﺔ واﻟﻤﺴﺆوﻟﻴﺔ اﻟﻤﺠﺘﻤﻌﻴﺔ‬
‫ﻣﺆﺷﺮات ا*داء ﻟﻠﻌﻤﻠﻴﺎت اﻟﺮﺋﻴﺴﻴﺔ‬
‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬
‫‪-‬‬ ‫‪-‬‬

‫‪27‬‬
 ‫دﻟﻴﻞ ﺷﺮح‬
‫اﻟﻤﺼﻄﻠـﺤــــﺎت‬

‫‪28‬‬
 ‫ﻻﺋﺤﺔ اﻟﺠﺎﺋﺰة‬

‫ﺷﺮح اﻟﻤﺼﻄﻠﺢ‬ ‫اﻟﻤﺼﻄﻠﺢ‬

‫اﻻﻋﺘﻤﺎدﻳﺔ‬

‫اﻻﻧﺘﻤﺎء ‪/‬اﻟﻮﻻء‬
‫اﻟﻤﺆﺳﺴﻲ‬

‫اﻻﺑﺘﻜﺎر‬

‫ا‪C‬ﺑﺪاع‬

‫ا‪C‬ﺳﺘﺮاﺗﻴﺠﻴﺔ‬

‫اﻻﻧﻄﺒﺎع‬

‫ا‪G‬داء اﻟﻤﺆﺳﺴﻲ‬

‫اﻟﺘﺄﺛﻴﺮ اﻟﺒﻴﺌﻲ‬

‫اﻟﺘﺤﺴﻴﻦ اﻟﻤﺴﺘﻤﺮ‬

‫اﻟﺘﺨﻄﻴﻂ ا‪C‬ﺳﺘﺮاﺗﻴﺠﻲ‬

‫اﻟﺘﺨﻄﻴﻂ اﻟﻤﺎﻟﻲ‬

‫اﻟﺘﺪرج اﻟﻮﻇﻴﻔﻲ‬

‫اﻟﺘﺪﻓﻘﺎت اﻟﻤﺎﻟﻴﺔ‬

‫اﻟﺘﺮوﻳﺞ‬

‫اﻟﺘﺴﻮﻳﻖ‬

‫‪29‬‬
‫ﺷﺮح اﻟﻤﺼﻄﻠﺢ‬ ‫اﻟﻤﺼﻄﻠﺢ‬

‫اﻟﺘﻌﻠﻢ اﻟﻤﺴﺘﻤﺮ‬

‫اﻟﺘﻘﺪﻳﺮ‬

‫اﻟﺘﻤﻜﻴﻦ‬

‫اﻟﺘﻤﻴﺰ اﻟﻤﺆﺳﺴﻲ‬

‫اﻟﺘﻨﻤﻴﺔ اﻻﻗﺘﺼﺎدﻳﺔ‬

‫اﻟﺘﻨﻤﻴﺔ اﻟﻮﻃﻨﻴﺔ‬

‫اﻟﺘﻨﻤﻴﺔ اﻟﻤﺴﺘﺪاﻣﺔ‬

‫اﻟﺘﻮاﺻﻞ ا‪C‬ﻓﻘﻲ‬

‫اﻟﺘﻮاﺻﻞ اﻟﺮأﺳﻲ‬

‫اﻟﺘﻮﺟﻪ ا‪I‬ﺳﺘﺮاﺗﻴﺠﻲ‬

‫اﻟﺘﻮﻇﻴﻒ‬

‫اﻟﺠﺪارات اﻟﻮﻇﻴﻔﻴﺔ‬

‫اﻟﺠﻮدة‬

‫اﻟﺤﻮاﻓﺰ‬

‫اﻟﺤﻮﻛﻤﺔ‬

‫اﻟﺤﻮﻛﻤﺔ اﻟﻤﺎﻟﻴﺔ‬

‫‪30‬‬
 ‫ﻻﺋﺤﺔ اﻟﺠﺎﺋﺰة‬

‫ﺷﺮح اﻟﻤﺼﻄﻠﺢ‬ ‫اﻟﻤﺼﻄﻠﺢ‬

‫اﻟﺨﺪﻣﺎت‬

‫اﻟﺪوران اﻟﻮﻇﻴﻔﻲ‬

‫اﻟﺮﺳﺎﻟﺔ‬

‫اﻟﺮؤﻳﺔ‬

‫اﻟﺴﻮق‪/‬ﻗﻄﺎع ا‪D‬ﻋﻤﺎل‬

‫اﻟﺴﻴﻨﺎرﻳﻮﻫﺎت اﻟﺒﺪﻳﻠﺔ‬

‫اﻟﺸﺮاﻛﺎت‬

‫اﻟﺸﺮﻳﻚ‬

‫اﻟﺸﻔﺎﻓﻴﺔ‬

‫اﻟﺼﺤﺔ اﻟﻤﻬﻨﻴﺔ‬
‫واﻟﺴﻼﻣﺔ‬

‫اﻟﺼﻮرة اﻟﺬﻫﻨﻴﺔ‬

‫اﻟﻌﺎﺋﺪ ﻋﻠﻰ اﻻﺳﺘﺜﻤﺎر‬

‫اﻟﻌﺪاﻟﺔ‬

‫اﻟﻌﻤﻠﻴﺎت‬

‫اﻟﻌﻤﻠﻴﺎت اﻟﺮﺋﻴﺴﻴﺔ‬

‫‪31‬‬
‫ﺷﺮح اﻟﻤﺼﻄﻠﺢ‬ ‫اﻟﻤﺼﻄﻠﺢ‬

‫اﻟﻔﺎﻋﻠﻴﺔ واﻟﻜﻔﺎءة‬

‫اﻟﻘﺎﺑﻠﻴﺔ ﻟﻠﻤﺴﺎءﻟﺔ‬

‫اﻟﻘﺪرات اﻟﻤﺆﺳﺴﻴﺔ‬

‫اﻟﻘﻴﺎدة ا>دارﻳﺔ‬

‫اﻟﻘﻴﻢ اﻟﻤﺆﺳﺴﻴﺔ‬

‫اﻟﻘﻴﻤﺔ اﻟﻤﻀﺎﻓﺔ‬

‫اﻟﻤﺒﺎدرات ا>ﺳﺘﺮاﺗﻴﺠﻴﺔ‬

‫اﻟﻤﺒﺎدرات اﻟﻤﺠﺘﻤﻌﻴﺔ‬

‫اﻟﻤﺒﺎدئ ا‪G‬ﺳﺎﺳﻴﺔ‬
‫ﻟﻠﺘﻤﻴﺰ‬

‫اﻟﻤﺨﺮﺟﺎت اﻟﻤﺎدﻳﺔ‬
‫ﻟﻠﻌﻤﻠﻴﺎت‬

‫اﻟﻤﺨﺮﺟﺎت اﻟﺒﺸﺮﻳﺔ‬
‫ﻟﻠﻌﻤﻠﻴﺎت‬

‫اﻟﻤﺨﺮﺟﺎت اﻟﻤﻌﻨﻮﻳﺔ‬
‫ﻟﻠﻌﻤﻠﻴﺎت‬

‫اﻟﻤﺮاﻓﻖ‬

‫‪32‬‬
 ‫ﻻﺋﺤﺔ اﻟﺠﺎﺋﺰة‬

‫ﺷﺮح اﻟﻤﺼﻄﻠﺢ‬ ‫اﻟﻤﺼﻄﻠﺢ‬

‫اﻟﻤﺴﺎرات اﻟﻮﻇﻴﻔﻴﺔ‬

‫اﻟﻤﺴﺆوﻟﻴﺔ اﻟﻤﺠﺘﻤﻌﻴﺔ‬

‫اﻟﻤﻌﺎرف اﻟﺼﺮﻳﺤﺔ‬

‫اﻟﻤﻌﺎرف اﻟﻀﻤﻨﻴﺔ‬

‫اﻟﻤﻌﺮﻓﺔ‬

‫اﻟﻤﻌﻠﻮﻣﺎت‬

‫اﻟﻤﻌﻨﻴﻮن‬

‫اﻟﻤﻌﻴﺎر‬

‫اﻟﻤﻘﺎرﻧﺔ‬

‫اﻟﻤﻘﺎرﻧﺔ اﻟﻤﺮﺟﻌﻴﺔ ‪/‬‬

‫اﻟﻤﻘﺎرﻧﺔ اﻟﻤﻌﻴﺎرﻳﺔ‬

‫اﻟﻤﻜﺎﻧﺔ واﻟﺘﺼﻨﻴﻒ‬

‫‪33‬‬
‫ﺷﺮح اﻟﻤﺼﻄﻠﺢ‬ ‫اﻟﻤﺼﻄﻠﺢ‬

‫اﻟﻤﻤﺎرﺳﺎت اﻟﻤﺜﻠﻰ‬

‫اﻟﻤﻤﺘﻠﻜﺎت‬

‫اﻟﻤﻨﺘﺠﺎت‬

‫اﻟﻤﻨﻬﺠﻴﺔ ‪ /‬اﻟﻨﻈﺎم ‪/‬‬

‫أﺳﻠﻮب اﻟﻌﻤﻞ‬

‫اﻟﻤﻮارد‬

‫اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬

‫اﻟﻤﻮارد اﻟﻄﺒﻴﻌﻴﺔ‬

‫اﻟﻤﻮارد اﻟﻤﺘﺠﺪدة‬

‫اﻟﻤﻮارد ﻏﻴﺮ اﻟﻤﺘﺠﺪدة‬

‫اﻟﻤﻮازﻧﺔ‬

‫اﻟﻤﻴﺰة اﻟﺘﻨﺎﻓﺴﻴﺔ‬

‫اﻟﻨﻈﺎم ا‪L‬داري‬

‫‪34‬‬
 ‫ﻻﺋﺤﺔ اﻟﺠﺎﺋﺰة‬

‫ﺷﺮح اﻟﻤﺼﻄﻠﺢ‬ ‫اﻟﻤﺼﻄﻠﺢ‬

‫اﻟﻨﻘﻞ اﻟﻮﻇﻴﻔﻲ‬

‫إﻧﺘﺎﺟﻴﺔ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬

‫إدارة اﻟﺘﻐﻴﻴﺮ‬

‫إدارة اﻟﻤﺨﺎﻃﺮ‬

‫إدارة ا‪J‬زﻣﺎت‬

‫إدارة اﻟﻤﺨﺎﻃﺮ اﻟﻤﺎﻟﻴﺔ‬

‫إدارة اﻟﻤﻮاﻫﺐ‬

‫أﻓﻀﻞ اﻟﻤﻤﺎرﺳﺎت ‪/‬‬

‫اﻟﻤﻤﺎرﺳﺎت اﻟﺠﻴﺪة‬

‫أﻧﺸﻄﺔ اﻟﺘﻌﻠﻢ‬
‫اﻟﻤﺆﺳﺴﻲ‬

‫ﺑﺮاﻣﺞ اﻟﺘﻌﺎون‬

‫ﺑﻴﺌﺔ اﻟﻌﻤﻞ‬

‫‪35‬‬
‫ﺷﺮح اﻟﻤﺼﻄﻠﺢ‬ ‫اﻟﻤﺼﻄﻠﺢ‬

‫ﺗﺨﻄﻴﻂ اﻟﺘﻌﺎﻗﺐ‬
‫اﻟﻮﻇﻴﻔﻲ‬

‫ﺗﺨﻄﻴﻂ اﻟﻘﻮى اﻟﻌﺎﻣﻠﺔ‬

‫ﺗﻌﻮﻳﻀﺎت اﻟﻌﺎﻣﻠﻴﻦ‬

‫ﺗﻔﻮﻳﺾ اﻟﺼﻼﺣﻴﺎت‬

‫ﺗﻘﻴﻴﻢ ا‪E‬داء‬

‫ﺗﻘﻴﻴﻢ اﻟﻮﻇﺎﺋﻒ‬

‫ﺗﻜﺎﻓﺆ اﻟﻔﺮص‬

‫ﺗﻤﻜﻴﻦ اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬

‫ﺗﻬﻴﺌﺔ اﻟﻤﻮﻇﻔﻴﻦ اﻟﺠﺪد‬

‫ﺗﻮﺻﻴﻒ اﻟﻮﻇﻴﻔﺔ‬

‫ﺧﻄﺔ اﻟﻌﻤﻞ‬

‫دورة ﺣﻴﺎة اﻟﺨﺪﻣﺔ‬

‫واﻟﻤﻨﺘﺞ‬

‫ﺳﺮﻋﺔ اﻻﺳﺘﺠﺎﺑﺔ‬

‫اﻟﺘﻮﻃﻴﻦ‬

‫‪36‬‬
 ‫ﻻﺋﺤﺔ اﻟﺠﺎﺋﺰة‬

‫ﺷﺮح اﻟﻤﺼﻄﻠﺢ‬ ‫اﻟﻤﺼﻄﻠﺢ‬

‫ﻗﺪرات اﻟﻤﻮارد اﻟﺒﺸﺮﻳﺔ‬

‫ﻗﻴﺎس أﺛﺮ اﻟﺘﺪرﻳﺐ‬

‫ﻗﻴﺎس رﺿﺎ اﻟﻤﺴﺘﻔﻴﺪﻳﻦ‬

‫ﻗﻴﺎس رﺿﺎ اﻟﻤﻮارد‬

‫اﻟﺒﺸﺮﻳﺔ‬

‫ﻣﺤﺮﻛﺎت اﻟﺘﻐﻴﻴﺮ‬

‫ﻣﺨﺮﺟﺎت ا‪K‬ﻋﻤﺎل‬
‫اﻟﺮﺋﻴﺴﻴﺔ‬

‫ﻣﻌﺪﻻت اﻟﺘﻨﻮع‬

‫ﻣﻘﺎﻳﻴﺲ رأي‬

‫ﻣﻮﻇﻔﻲ اﻟﻤﻮاﺟﻬﺔ‬

‫ﻣﺆﺷﺮات اﺳﺘﻤﺮارﻳﺔ‬
‫ا‪K‬ﻋﻤﺎل‬

‫ﻣﺆﺷﺮات ا‪K‬داء‬

‫ﻣﺆﺷﺮات ا‪K‬داء اﻟﺮﺋﻴﺴﻴﺔ‬

‫ﻧﺘﺎﺋﺞ ا‪K‬داء اﻟﺮﺋﻴﺴﻴﺔ‬

‫ﻧﻈﺎم اﻗﺘﺮاﺣﺎت‬
‫اﻟﻤﻮﻇﻔﻴﻦ‬

‫‪37‬‬
38
KAQA Excellence Model
The national, common model of quality and organizational
excellence for all sectors in the Kingdom of Saudi Arabia

A quest for excellence

Version 1
 KAQA Excellence Model

The national, common model of quality and

organizational excellence for all sectors in the Kingdom of
Saudi Arabia

Version 1
Dhu Al-Qi’dah 1437
August

All rights reserved © KING ABDULAZIZ QUALITY AWARD

 Table of Contents

Title Page

Foreword 4

KAQA Excellence Model 5

Rationale for the Model 6

Language of the Model 6

Components of the Model 6

Principles of Quality and Organizational Excellence 6

The KAQA Criteria 11

Principles and Criteria Matrix 21

Organizational Excellence Assessment Tool (ITQAN) 22

Weights Assigned to Enablers and Results 24

Appendix I: Illustration of the Results Criteria 25

Appendix II: Glossary of Terms 30

Table of Contents
 Foreword

King Abdulaziz Quality Award (“KAQA”) is The National Quality Award of the
Kingdom of Saudi Arabia that was created by the Council of Ministers pursuant
to Royal Decree No. 7 / B / 18670 of 27/11/1420 AH. KAQA is similar to its
counterparts in other countries at both the regional and international levels, and
seeks to establish a common, criteria-based model for organizational excellence.
In this regard, KAQA has issued a national model embodying its excellence
criteria to serve as the main driver of quality and excellence best practices in all
organizations in the Kingdom of Saudi Arabia regardless of sector, size or type of
business.

4
 KAQA Excellence Model

KAQA Excellence Model

1436 AH – 2016

The KAGA Criteria

Achieving Outstanding and

Sustainable Results

Adopting Social Respon- Leading by inspiration

sibility and role model

Human Resource
Enhancing Creativity
Focus
and Harnessing
Innovation

Learning and Continu- Customer

ous Improvement Focus

Developing Successful Managing by

Partnerships Processes

The KAGA Principles of Quality and Organizational Excellence

Organizational Assessment Tool

e & Segmentation
Scop
Achievement

rm
Perfo ance
n
ns atio
v
tion Inno

Lo
gic
nt
Pla
ies &

al
me

Sys
vement Priorit

Integ
Improve
Implementa

tem

rated
Impro

Me

ur
io
as

em nt
at
Eff

me
ic

ent
ec

I m ple
at
tiv

ne
Le

ss
e

s
ar

ng
te

& Sy
ni

& Effi
Cr cie iv e
ea
tiv ncy
In c l us
it y

5
Rationale for the Model and interrelated components, uses expressive
language and terminology that is common to all
Today’s world is showing increased interest in sectors, and does not address any particular
quality and organizational excellence programs sector.
and awards owing to their importance and
effective role in improving performance and
Language of the Model
enhancing the quality of local services and
To formulate a common framework of reference
products and enabling them to compete in the
for all the sectors in the Kingdom of Saudi Arabia,
regional and global market. Our beloved country,
the vocabulary and terms used in the Model were
the Kingdom Saudi Arabia, is part of this
professionally and carefully chosen to facilitate
worldwide movement. Our wise government has
understanding and conveying of information
placed great importance on the adoption of the
and not to indicate any particular sector.
concepts of quality and organizational
Accordingly, organizations from all sectors will
excellence, with the establishment of the King
be able to work within the common
Abdulaziz Quality Award (KAQA) marking a
criteria-based framework but will apply it within
significant milestone in the journey of quality
their own context and adapt it to the type of their
and organizational excellence in the Kingdom of
business.
Saudi Arabia.
In this context, KAQA launched its new Model in Components of the Model
1436 AH (2015) to serve as a framework of
reference for the application of the concepts of
quality and organizational excellence in the
Achieving Outstanding and
Kingdom of Saudi Arabia. In designing the Model Sustainable Results

and developing its criteria and sub-criteria, a

Adopting Social Respon- Leading by inspiration
number of key elements were incorporated to sibility and role model

make it a national, common model for quality Human Resource

Enhancing Creativity
and organizational excellence for organizations Focus
and Harnessing
Innovation
across all sectors in the Kingdom of Saudi Arabia.
These elements, in short, gear the model towards Learning and Continu- Customer
ous Improvement Focus
promoting and instilling the principles of quality
Developing Successful Managing by
and organizational excellence in a Partnerships Processes
knowledge-based manner that ensures
alignment with best world class practices and
suitability to the local culture. As such, the Model
sets forth the requirements for excellence and
provides a framework for its structured The KAGA Principles of Quality and Organizational Excellence
implementation. It is comprised of integrated

A) Principles of Quality and

Organizational Excellence
Excellence is the result of ongoing, structured
efforts that meet and exceed the expectations of
all stakeholders. Excellence does not just happen;
it is achieved through the adoption of a set of key
principles that guide management thinking,
motivate sound decision making, and contribute
to the achievement of long-term, sustainable,

6

comprehensive success. To enable organizations
to convert these principles into practice, KAQA has
used them as a basis to build the Criteria which
provide a practical management framework.
1. Leading by inspiration and role model
Excellent organizations have leaders who
dedicate considerable time and effort to thinking
about and planning for the organization’s future;
identify the best and fastest business,
organizational, and operational changes
necessary for achieving the vision and strategic
direction they have set for their organizations
while ensuring appropriate approaches for
monitoring and implementation are in place;
recognize that it is important to champion the
values of their organizations, be role models for
integrity and ethical behavior, and inspire,
empower, motivate, and impart positive energy
to all employees; and build positive and
interactive relations with all the organization’s
stakeholders, create a work environment
conducive to the organization’s success, and
build the organization’s competitive capabilities
in a fast-changing and volatile world.
2. Human Resources Focus
Excellent organizations realize that their success
goes hand in hand with developing and
empowering their human resources, that human
resources are the soul of every organization, and
that making their human resources happy is the
shortest way to achieving the organization’s
goals and brining happiness and satisfaction to
their customers. Excellent organizations,
therefore, take care of their human resources,
even before they join the organization, by
developing appropriate organizational
structures and job descriptions; setting clear
career paths and career progression plans;
creating an attractive work environment that
empowers and engages human resources and
fosters their loyalty; motivating human
resources to achieve outstanding performance
levels in fulfillment of their roles, and to generate
the positive energy needed for creativity and
innovation; and developing human resources’
skills and competencies.
KAQA Excellence Model
3. Customer Focus
Caring of the needs of customers is the top
priority of excellent organization. This important
focus is underlain by their leaders and human
resources’ belief that serving customers and
making them happy is a key reason for the
organization’s existence. Excellent
organizations, therefore, consistently add value
for customers by offering their products and
services to customers; communicating with
customers through various and creative means
and channels; seeking and responding to
customer feedback; measuring customer
satisfaction; seeking and incorporating customer
input in the development of new products and
services; and training and empowering their
human resources to bring satisfaction and
happiness to and exceed the expectations of
customers in order to retain customers, build
customer loyalty, and attract new customers at
all times.
4. Managing by Processes
Excellent organizations are recognized for
operating through a system that builds their
organizational capabilities and capacities. This
system comprises their core processes and
support processes and constitutes the value
chain through which services, products and
activities are created and delivered to all
stakeholders. Excellent organizations, therefore
promptly identify, design, document, carry out,
and improve their processes and build their
organizational structures in such ways that
ensure the smoothness, flexibility and speed of
operating and management procedures, and
minimize bureaucracy and routine to enhance
the productivity of the organization and its
human resources; and develop indicators and
measures to assess and improve process
performance, and adopt appropriate
management systems to maximize benefits and
functions.
7
5. Developing Successful Partnerships
Excellent organizations realize the importance of
partnerships in today’s world which is charged
with challenges and fierce competition over
markets and leadership and is characterized by
scarcity of resources, making it imperative for
these organizations to turn to carrying out key
activities and major projects by building and
nurturing relationships with key partners;
sharing resources, knowledge, and best practices
with key partners in order to enable the
organization to achieve its goals while minimize
costs; and continuously develop partnerships,
build strategic alliances and enhance
collaboration to improve shared services and
processes.
6. Learning and Continuous Improvement
Excellent organizations embrace continuous
learning and improvement as part of its
corporate culture out of their belief that these
are essential to quality and organizational
excellence. Therefore, excellent organizations
seek at the corporate level to be a learning
organization by continually learning best
practices and making comparisons and
benchmarking; apply modern techniques in the
continuous improvement of processes, products,
and services, and engage their human resources
and customers in training and development
programs specifically designed for this purpose;
and apply lessons learned in order to achieve
their goals and desired outcomes for all
stakeholders.
7. Enhancing Creativity and Harnessing
Innovation
The organizational capability to create and
innovate is the advantage that makes the
difference today between merely competitive
organizations and those aspiring to achieve
leadership, excellence and world-class levels of
performance. Therefore, excellent organizations
promote and integrate the concepts and
8
programs of creativity in their various policies,
systems, and processes; encourage their human
resources and all stakeholders to put forward
ideas and suggestions aiming at continuous
improvement and the acceleration of creating
new products and services that meet and exceed
the expectations of customers and make them
happy; and support research and development
activities, leverage the quick advances in modern
technology, and harness the gained knowledge
and experience of their human resources in order
to enhance the organization’s sources of
creativity and innovation.
8. Adopting Social Responsibility
Excellent organizations believe that they are part
of the world around them and that they have a
responsibility to support and develop their
communities in order to achieve a balanced
positive impact on the environmental, economic,
and social conditions, as these communities are
the wider society from which they derive their
resources, capacities, human resources and
customers. Therefore, excellent organization
have a heightened sense of responsibility for the
impacts of pursuing their activities, operations
and decisions on society and the surrounding
environment; and participate in the sustainable
development of their communities by
integrating the concepts of sustainability and
pursing their positive indicators, ensuring
transparency and ethical behavior in
organizational practices, and actively
contributing towards the fulfillment of the basic
requirements and welfare of the members of
their communities.
9. Achieving Outstanding and Sustainable
Results
Excellent organizations achieve sustained
outstanding results that meet the needs of all
their stakeholders and that are desirable. This
comes as a natural result of the excellent policies,
systems, and practices that are deployed in a
systematic manner across the organization.
Excellent organizations also place great
 KAQA Excellence Model

importance on the measurement of B) KAGA Criteria:

organizational and individual performance; seek
the input of all their stakeholders; and analyze
and compare the results achieved and take
corrective actions to continually develop and
improve their various processes, products, and
services.
KAQA’s eight Criteria fall into two main
categories, Enablers and Results. The Enabler
criteria deal with the means and systems used by
the organization to achieve the desired results.
The Results criteria deal with the organization’s
performance and the current Results that have
been achieved through the Enablers.

Learning, creativity and innovation

Key Performance Results

Results
Human Resources Customer
Results Results

Processes, Products and Services

Enablers
Human Strategic Partnerships
Resources Planning & Resources

Leadership

9
 Criterion Weight
Criterion 1#: Leadership 150
1.1 Setting the strategic direction 25
1.2 Monitoring and reviewing the organization’s management system and performance 25
1.3 Enhancing relationships with all stakeholders 25
1.4 Reinforcing a culture of quality, excellence and creativity 25
1.5 Governance and social responsibility 25
1.6 Managing change, risks and crises 25
Criterion 2#: Strategic Planning 100
2.1 Developing and communicating strategy 50
2.2 Implementing and monitoring strategy 50
Criterion 3#: Human Resources 100
3.1 Developing human resources plans, policies & procedures 20
2.2 Developing human resources’ knowledge and capabilities 20
3.3 Work environment and empowering human resources 20
3.4 Communication and engagement 20
3.5 Performance appraisal and recognition 20
Criterion 4#: Partnerships and Resources 100
4.1 Managing partnerships and strategic alliances 25
4.2 Managing financial resources 25
4.3 Managing facilities and properties 25
4.4 Managing technology and knowledge 25
Criterion 5#: Managing Processes, Products and Services 150
5.1 Identifying, designing and managing processes 30
5.2 Designing and managing products and services 30
5.3 Continuous improvement of processes, products and services 30
5.4 Promoting and marketing products and services 30
5.5 Managing customer relationships 30
Criterion 6#: Customer Results 150
6.1 Customer perceptions measures 100
6.2 Customer performance indicators 50
Criterion 7#: Human Resources Results 100
7.1 Human resources perceptions measures 75
7.2 Human resources performance indicators 25
Criterion 8#: Key Performance Results 150
8.1 Business outcomes 75
8.2 Key performance indicators 75
Total points 1,000

10

The Criteria
Criterion * 1. Leadership
Excellent organizations have leaders who set the
organization’s strategic direction; review and
unite efforts to achieve the organization’s
strategic direction in a collaborative manner
while championing the organization’s values and
ethics and acting as role models; assess
leadership performance to which the
organization’s performance is linked; engage
with stakeholder groups to ensure the
achievement of the strategic direction; institute
systems to reinforce a culture of quality,
excellence and creativity; adopt and implement
the principles and requirements of social
responsibility, good corporate governance and
transparency towards sustainable development;
and ensure effective management of changes
and risks.
This criterion includes the following sub-criteria:
1.1 Setting the strategic direction
This sub-criterion deals with how leaders of
excellent organizations define and communicate
the organization’s vision, mission and values and
act as role models for its values and ethics;
unifying and directing resources and efforts to
achieve the organization’s strategic direction in a
work environment that encourages people
engagement; and assess leadership performance
and develop the next generation of leaders.
This might include the following :
Clearly define, review and communicate to
all stakeholders the organization’s vision,
mission, priorities, goals and shared values;
and are personally engaged in the forgoing.
Sponsor the organization’s values and are
role models for integrity, social responsibility
and ethical behavior, both internally and
externally.
Unite and direct all resources and the efforts
of their human resources to achieve the
organization’s strategic direction.
Develop and support a shared leadership
culture for the organization, assess and
improve leaders' performance and personal
behaviors, and prepare and develop the next
generation of leaders.
KAQA Excellence Model
1.2 Monitoring and reviewing the
organization’s management system and
performance
This sub-criterion deals with how leaders of
excellent organizations develop and monitor the
organization’s management and performance
measurement systems, and develop the
underlying capabilities of the organization to
support these systems; and assess, review,
analyze and improve performance and make
sound decisions to achieve and sustain
outstanding results.
This might include the following:
Develop, monitor, and improve the
organization’s management system, including
setting and evaluating performance indicators
seeking for improvement and sustainability.
Understand and develop the underlying
capabilities of the organization to support an
effective management system.
Develop an effective system for measuring,
reviewing and improving performance
results, with clearly defined cause-and-effect
relationships, to provide sustainable benefits
to all stakeholders.
Make decisions based on factual and reliable
information on the organization’s performance
results.
Analyze the organization’s performance
results and use the results of self-assessments
for continuous improvement.
1.3 Enhancing relationships with all
stakeholders
This sub-criterion deals with how leaders of
excellent organizations identify and respond to
the needs and expectations of stakeholders;
communicate effectively with stakeholders; and
engage stakeholders in the improvement of
processes, products and services and in
enhancing the organization’s capabilities.
This might include the following :
Identify the different groups of stakeholders
and understand, anticipate and respond to
11
 their different needs and expectations.
Communicate with stakeholders and engage
them in the improvement of processes,
products and services and in generating
creative ideas to achieve mutual benefits.
Foster sustainable partnerships and strategic
alliances in light of the organization’s needs,
capabilities and strengths.
1.4 Reinforcing a culture of quality,
excellence and creativity
This sub-criterion deals with how leaders of
excellent organizations promote a culture of
quality, excellence and creativity; allocate
resources to development, improvement and
innovation projects and initiatives; and support
human resources to achieve on-going successes
that contribute to the achievement of the
organization’s goals and the enhancement of its
image and reputation.
This might include the following:
Promote and reinforce a culture of quality,
excellence and creativity, internally and
externally, and participate in related
professional associations.
Empower, allocate resources to, and are
personally engaged in the deployment of
development, improvement and innovation
projects initiatives, and employ best practices.
Promote an environment that support
creativity and innovation, and motivate and
recognize creative human resources.
Support human resources to achieve on-
going personal and organizational successes
and encourage a culture of engagement and
teamwork.
1.5 Governance and social
responsibility
This sub-criterion deals with how leaders of
excellent organizations create and deploy systems
and policies towards the governance of senior
management, finances and human resources; and
fulfill the role of the organization towards society
including the organization’s contribution to the
achievement of sustainable development and
support of national development as part of its
environmental, social, economic responsibilities.
12
This might include the following:
Ensure transparency, fairness, integrity, and
accountability, at all levels, in administering
board and board-level committees policies and
procedures and in managing human resources
and finances.
Ensure regular faithful reporting to relevant
stakeholders, including internal and external
audit reports and reports to governance bodies,
in line with legal and regulatory requirements.
Clearly define and disclose policies for the
selection of board and executive committee
members, in line with the shareholders’
interests and expectations.
Promote and ensure equal opportunities and
diversity at all levels within the organization
and externally.
Optimize the impacts of the organization’s
operations and decisions on society and
the environment by adopting a corporate
ethical behavior towards these impacts and
integrating it in the organization’s policies,
values and strategy.
Incorporate in the organization’s strategic and
operational plans social responsibility priorities
and initiatives in such fields as education,
health, combating poverty, supporting
nonprofits, and special needs services.
Lead their organizations towards contributing
to the development of the national economy
(such as by investing, exporting, technology
transfer and nationalization, research and
development, etc.) and playing a strategic and
competitive role in diversifying the national
economy.
1.6 Managing change, risks and crises
This sub-criterion deals with how leaders of
excellent organizations identify the need for and
effectively manage change; ensure that
stakeholders are committed to and involved in
change processes to contribute to their success;
ensure that the required resources and support are
available to manage change; manage and
minimize the likelihood of risks; manage and
develop plans to deal with crises; and contribute
input into the development of the policies and
laws established by regulators impacting the
organization and its industry.

. This might include the following:
Understand the underlying reasons and drivers
of change, and make sound, timely decisions to
reinforce and support change processes.
Effectively manage organizational change,
including establishing the readiness for,
handling, and ensuring the sustainability of
change, and managing associated risks at all
levels.
Ensure that all relevant stakeholders are
committed to and involved in change processes
to contribute to its success.
Identify all potential strategic, operational,
financial, environmental and other risks and
crises and assess their likelihood and impact.
Manage all risks and crises, and develop and
deploy appropriate contingency and backup
plans to control and deal with them.
Ensure that the required resources and support
are available to effectively and efficiently
manage change and risks under the potential
future scenarios for the organization.
Contribute input into the shaping and
development of policies and current and future
trends of local and international laws and
regulators impacting the organization and its
industry.
Criterion *2: Strategic Planning
Excellent organizations develop and communicate
their strategies and strategic goals in order to
achieve their strategic direction and enhance their
competitive advantages, competitive position and
overall performance; and develop and deploy
management systems, operational plans and
programs, development initiatives projects,
performance measurement systems and key
performance indicators in order to achieve the
strategic goals.
This criterion includes the following sub-criteria:
2.1 Developing and communicating
strategy
This sub-criterion deals with how excellent
organizations gather relevant information as an
input into the development of the strategy;
develop strategic goals and the supporting policies
and strategies, engaging key stakeholders in their
KAQA Excellence Model
development; develop short-term and long-term
plans; and communicate strategies and policies
internally and externally.
This might include the following:
Gather stakeholders’ needs and expectations
as an input, and conduct market/business
segment and competition researches to
identify, analyze and determine how to
respond to opportunities and threats.
Analyze the organization’s internal
environment, partners’ core competencies and
capabilities, and the results of
self-assessments to understand strengthens
and weaknesses in the organization’s
capabilities.
Analyze external factors, such as political,
economic, social, technological,
environmental, and legislative trends,
and understand how they may affect the
organization and its industry.
Establish a balanced set of strategic goals,
supporting policies, and key strategic long
and short-term plans and initiatives in line
with the analysis of the external and internal
environments.
Ensure that their strategies include the
contingency plans necessary to deal with
potential strategic and other risks.
Identify the key results required to achieve
their strategic goals and develop outcome
measures for all the key areas in which the
strategy is to deploy in a balanced manner,
with consideration of all relevant stakeholders’
requirements.
Communicate strategy to all relevant levels
and stakeholders within the organization and
externally, and evaluate their understanding
of the strategy.
2.2 Implementing and monitoring
strategy
This sub-criterion deals with how excellent
organizations develop operational objectives and
plans to achieve the associated strategic goal;
monitor the deployment of the organization’s
strategy, and review performance indicators to
monitor achievement against the strategy; and
manage and implement projects and initiatives
efficiently and effectively.
13
This might include the following:
Develop operational objectives and plans for
short- and long-term development initiatives and
projects and align them with the organization’s
strategic goals and programs, keeping alert to
any changes to products, services, customers, or
markets/business segments.
Set operational objectives, cascade them across
all levels of the organization, align them with
key processes, sub-processes, the management
system and operational programs, and develop
indicators and work plans to ensure the
achievement of the associated strategic goals.
Allocate the resources and organizational
capabilities required to ensure the
accomplishment of projects and initiatives and
the implementation of operational plans in
order to achieve the organization’s short- and
long-term strategic goals.
Manage initiatives and projects and their
expected key outcomes, and conduct feasibility
studies and financial planning for and execute
initiatives and projects using an integrated
approach that includes risk analysis, change
management, contingency planning, supervision,
monitoring, and evaluation of initiatives and
projects and resolution of impediments.
Implement effective systems to monitor
performance and accomplishments, and
review performance indicators relating to the
implementation of the work plan against the
benchmarks. The systems typically cover
all the key areas where the strategic plan
is implemented and all the organization’s
stakeholders, and ensures organizational
alignment and making decisions and taking
corrective actions at the various levels of the
organization.
Develop a meaningful mix of process
performance indicators and related outcome
measures, enabling the review of the efficiency
and effectiveness of the key processes and their
contributions towards the strategic goals.
Align organizational units, personal and
team objectives with the strategic goals, and
monitor and measure the achievement of these
objectives and their contributions towards the
strategic goals.
14
Criterion* 3: Human Resources
Excellent organizations develop, deploy and monitor
human resources plans, policies and procedures;
create an attractive work environment; care for their
human resources’ health, safety and wellbeing;
communicate with their human resources to build
commitment and loyalty; engage, empower, and
provide training and continuous education to their
human resources; work towards workforce
nationalization; measure employee performance,
and use performance evaluation results as input
into designing programs to develop human
resources knowledge, skills and capabilities and
ensure their effectiveness; and motivate their
human resources and recognize their outstanding
performance.
This criterion includes the following sub-criteria:
3.1 Developing human resources plans ,
policies & procedures
This sub-criterion deals with how excellent
organizations develop and deploy strategies
and policies to help develop human resources’
knowledge and capabilities, including training and
continuous education, towards enhancing the levels
of organizational performance and achieving the
desired results. This might include the following:
Develop organizational structures, analyze,
describe and evaluate jobs, and plan career
paths and career development, for the various
jobs and positions in a way that supports the
achievement of the organization’s strategy.
Develop policies and processes that cover the
various issues of human resources management
such as recruitment, new hires induction,
transfer, promotion, talent and competency
management, succession planning, employee
retention, to ensure fairness and equal
opportunities and enhance employee loyalty.
Develop and deploy an integrated plan for
workforce nationalization to enhance and
maintain nationalization quotas and rates.

3.2 Developing human resources’
knowledge and capabilities
This criterion deals with how excellent
organizations adopt and implement strategies and
policies towards developing human resources’
knowledge and capabilities, including continuous
training and education, in order to enhance
performance levels and achieve desired results. This
might include the following:
Define, categorize, update the current and
future knowledge, skills and competencies
required of human resources to achieve the
organization’s plans and strategic goals.
Identify training needs and build integrated
plans to develop human resources’ knowledge
and capabilities, ensuring human resources
have access to training and are involved in the
development of these plans.
Implement training and development plans
implementing appropriate systems to deliver
training and using modern methods and
technologies.
Measure the effect of training and the role of
training and development in achieving balance
between organizational and personal goals.
Encourage human resources to pursue
continuous learning through its various
channels and continuing education, and
become members of professional institutes,
organizations and societies.
3.3 Work environment and empowering
human resources
This sub-criterion deals with how excellent
organizations improve the work environment and
sustain its attractiveness to human resources
ensuring their satisfaction, and motivate human
resources to become involved in improvement,
development and innovation. This might include the
following:
Improve environmental work conditions
impacting the satisfaction of their human
resources, including occupational health and
safety, to make themselves attractive and
disability-friendly employers.
Encourage and support individual employees
and teams to become involved in the activities
of improving and developing quality and
organizational performance.
KAQA Excellence Model
Create a culture that motivates human
resources to be creative and innovative such as
establishing and maintaining rewards for
creativity and innovation and employee
suggestion systems.
Delegate authorities and empower human
resources to accomplish their tasks by
employing appropriate forms of authority
delegation and focusing on frontline
employees.
3.4 Communication and engagement
This sub-criterion deals with how excellent
organizations develop ways for communication
between human resources across the organization
to enhance relationships between the various
levels of the organization towards the
achievement of the organization’s strategies and
goals. This might include the following:
Adopt a policy for effective communication
between their human resources by
understanding the communication needs
of their human resources and developing,
implementing and regularly improving
appropriate, modern channels and tools of
communication.
Encourage social, cultural, sports activities
and programs of their human resources
through initiatives that are aligned with the
organization’s strategies and contribute to
enhancing relationships between their human
resources.
Develop and implement approaches for
regularly surveying and measuring human
resources satisfaction, and use the results as an
input into developing and reviewing human
resources plans, policies and procedures and
improving the work environment.
Continually engage human resources in
reviewing and improving services and the
efficiency and effectiveness of processes.
Enable and encourage the sharing of
information, knowledge and best practices and
achieving a constructive dialogue within the
organization.
3.5 Performance evaluation and
recognition
This sub-criterion deals with how excellent
organizations create an integrated system
to measure and appraise human resources’
15
performance and use the results in improving their
performance, and how they apply mechanisms
for recognizing and rewarding human resources
towards achieving the desired levels of productivity
and maximizing performance. This might include the
following :
Develop a system of regular, fair performance
appraisals that measures relevant competencies
and the achievement of assigned goals that are
aligned with the organization’s goals.
Apprise human resources of the results of their
performance appraisals and the proposed
action plans for the improvement of future
performance, with promotions and training
and development plans logically linked to
performance.
Develop practices for remuneration, incentives
and bonuses to reward outstanding achievement
at the individual and team levels in a way that
nurtures employee loyalty and commitment
and maximizes human resources’ contributions
towards the organization’s goals and strategies.
Criterion * 4: Partnerships and
Resources
In order to achieve sustainable development,
excellent organizations plan and manage
relationships with partners and build and deploy
strategic alliances, manage their finances, and
mange facilities and properties, including buildings,
equipment and vehicles, and natural resources in a
way that balances current and future needs. They
also plan and manage knowledge and the
technology portfolio to ensure integration,
alignment and the optimal investment in these
technologies to achieve mutual benefit for the
organization and stakeholders. This criterion
includes the following sub-criteria:
4.1 Managing partnerships and strategic
alliances
This sub-criterion deals with how excellent
organizations identify and manage their external
partners and suppliers in order to support their
policies and strategies and the effective operation
of processes by collaborating and working together
with partners and building strategic alliances
that contribute towards the achievement of the
16
organization’s strategic goals. This might include the
following:
Identify, segment, and build and manage
sustainable relationships and strategic alliances
with key partners, in line with the organization’s
policies and strategies, to achieve mutual
benefit.
Select and segment suppliers, and evaluate
them and improve the quality of their products
and services to ensure the quality of the
organization’s products, services and processes.
Carry out development projects in collaboration
with partners to achieve enhanced value for their
respective stakeholders, supporting one another
with expertise, resources and best practices.
Regularly honor, recognize and motivate
suppliers and partners in order to enhance
relationships with suppliers, partners and
existing alliances towards the achievement of
the organization’s goals and strategy.
4.2 Managing finances
This sub-criterion deals with how excellent
organizations manage their finances, including
developing and implementing the various financial
policies and strategies, effective financial planning,
growing revenues, optimizing expenditures,
making safe investments, implementing integrated
governance and control systems, regular transparent
reporting to stakeholders, taking financial risk
management seriously and handling financial risks
effectively, and measuring performance against
clear and sound financial indicators. This might
include the following :
Develop and implement effective financial
strategies, policies and processes to ensure
that resources are available to support the
organization’s strategy and sustainable success .
Adopt and implement systems for effective
short- and long-term budgeting and financial
planning and effective financial reporting.
Grow revenues, optimize expenditures, conduct
feasibility studies, and make safe investments in
tangible and non-tangible assets in order to
manage the organization efficiently.
Build and implement an integrated system of
financial governance, control and auditing to
ensure accountability in managing finances at
all levels of the organization.
Adopt and appropriately implement a policy for
financial risk management.
Develop financial key performance indicators

to monitor the organization’s financial
performance.
4.3 Managing facilities and properties
This sub-criterion deals with how excellent
organizations manage and optimize the use of
fixed assets, including buildings, machinery,
equipment and vehicles, and various materials in a
sustainable way. This might include the following:
Develop and implement an integrated strategy
for managing buildings, machinery and other
properties in order to support and achieve the
organization’s policies, goals and strategy.
Manage the security and safety of the
organization’s assets and properties.
Prevent and minimize any negative impacts
their facilities and properties have on society,
the environment and human resources, in
accordance with local and international
standards and requirements.
Optimize the use of public utilities such as energy
and water, and minimize and recycle waste, scrap
and consumables and production of protects and
services to protect the environment.
Effectively manage the regular maintenance of
properties, vehicles, machinery and equipment.
4.4 Managing technology and knowledge
This sub-criterion deals with how excellent
organizations manage the technology
portfolio, knowledge and information to ensure
organizational alignment and make the best use
of technology in order to achieve their policies and
goals. This might include the following:
Develop and deploy an integrated policy for
knowledge management within the organization.
Allocate the technological and technical
resources necessary for the provision of
electronic services and optimize its benefits for
stakeholders.
Select, use and manage modern, creative,
alternative and environment-friendly
technologies.
Establish what knowledge and information is
required, including identifying, segmenting,
maintaining, developing, updating, and
optimizing the use of such knowledge
and information in order to support the
organization’s policies, strategy, programs and
plans.
Use best-in-class strategies and effective
KAQA Excellence Model
technical solutions to protect and secure
knowledge and information.
Adopt policies for and actively promote the
protection of intellectual property.
Identify and transform tacit/implicit
knowledge into explicit knowledge that can be
shared, and enable access thereto.
Use modern technological resources and
information and communication technology
to support the efforts for the development and
continuous improvement of organizational
performance and to support the culture of
creativity and innovation.
Criterion*5: Managing Processes,
Products and Services
Excellent organizations identify, design, manage
and improve processes to meet the requirements
of their strategy through the achievement of
their goals by creating excellent products and
services for customers and stakeholders, which
contributes to maintaining the organization’s
success and sustainability. This criterion also deals
with the efforts of excellent organizations towards
implementing quality management systems
and meeting local and international standard
specifications and certification requirements.
It also deals with the systems and methods
excellent organizations employ to reach out to
customers, obtain customer feedback, enhance
customer relationships, and market products and
services. This criterion includes the following sub-
criteria.
5.1 Identifying, designing and managing
processes
This sub-criterion deals with how excellent
organizations identify, design and manage
their key and supporting processes towards the
achievement of the organizational goals, and
how they measure the effectiveness of processes
and implement best practices and international
standards in quality management and process
design. This might include the following:
Identify process requirements including
stakeholders’ needs and expectations.
Identify and design key and supporting
processes necessary to implement the
organization’s strategy achieve process
17
 performance goals, and assign process owners
and establish their roles and responsibilities.
Create an appropriate system for managing
processes including documentation of work
flow and procedural manuals in order to review
and improve processes.
Develop and employ appropriate process
performance indicators and related outcome
measures to enable the review of the efficiency
and effectiveness of processes.
Consider issues relating to overlapping and
duplication in the design and performance
of tasks and provision of services within
the organization as well as the processes
that extend beyond the boundaries of the
organization, such as the processes that are
performed in collaboration with external
partners and outsourced processes, to ensure
effective performance of the end to end
processes.
5.2 Designing and managing products and
services
This sub-criterion deals with how excellent
organizations use information and research in
designing new products and services in response
to the needs of customers. This might include the
following :
Use market research and customer and
stakeholder feedback to identify the needs and
expectations of customers.
Identify and segment customers into
individuals, groups or other segments in order
to develop their product and service portfolio
in line with the respective needs of these
customer segments.
Design, develop and offer new products
and services in response to the needs and
expectations of customers.
Monitor the processes for the delivery of
services to measure customer satisfaction with
the services delivered and the procedure and
place of their delivery.
Employ creativity and innovation to develop
and offer value-added services to customers.
Transform to and continually develop
electronic platforms for offering and
delivering e-products and services to
customers.
Always comply with the Saudi or international
standards specifications applicable to their
18
products and services, and assess the
effectiveness and benefits of implementing
these specifications.
5.3 Continuous improvement of processes,
products and services
This sub-criterion deals with how excellent
organizations improve their processes, products
and services in order to achieve better performance
and satisfy customers, and how they minimize
variances in process performance and improve
products and services by deploying appropriate
improvement tools. This might include the
following:
Monitor, specify, and benefit from customer
and stakeholder feedback received through
the various channels such as surveys,
meetings and interviews, as well as from other
organizational sources such as
self-assessments and corporate learning
activities, etc.
Use creative ideas generated by human
resources, customers and stakeholders in the
improvement of and streamlining of processes,
products and services including use of modern
technology.
Identify the methodologies, priorities and
opportunities for improvement and
development, interim or fundamental, in
processes, products and services, to achieve
the organization’s future orientation and
strategic goals.
Use appropriate continual improvement
tools, techniques and methods in line with
best practices in improving and streamlining
processes.
Explain and communicate continual
improvement methods to human resources
and train human resources on the new or
improved processes prior to deployment.
Apprise stakeholders of the results of
improvement actions and obtain their
feedback as to whether these results meet
their expectations.
Asses/measure the impact of the new or
improved processes, products and services
on performance and the achievement of the
desired results.

5.4 Promoting and marketing products
and services
This sub-criterion deals with how excellent
organizations advertise and promote products
and services, develop business opportunities and
acquire new customers. This might include the
following:
Develop and deploy an effective system
to collect, analyze and understand data
on customers and their locations, and
create and maintain an up-to-date customer
database.
Identify their customers (individual customers,
customer groups or other segments of
customers), the customers of their competitors,
and other potential customers or markets, and
identify the appropriate means for reaching
out to them.
Deploy and regularly develop effective and
creative systems and strategies to advertise
and promote their products and services to
existing and potential customers.
Ensure frontline employees are empowered
to improve customers’ perceptions of the
organization, services and products.
5.5 Managing customer relationships
This sub-criterion deals with how excellent
organizations build and maintain a dialogue
with customers to establish and enhance
relationships with them in order to acquire
customers, satisfy them, retain them,
and enhance their loyalty, and how these
organizations use systems and methods
to collect data from customers and monitor
their satisfaction with the organization and
services, while being creative and innovative
in managing customer relationships. This
might include the following:
Segment customers in line with a clearly
defined strategy that involves monitoring
and anticipating their different needs and
expectations.
Determine customers’ communication
requirements for the identified customer
segments, ensuring that communication
requirements are met by the relevant stakeholders
and that appropriate communication plans and
methods are established for the various purposes.
Build and maintain a dialogue with customers
to discuss and respond to their needs,
expectations and concerns.
KAQA Excellence Model
Build relationships aimed at acquiring
new customers, retaining them, meeting
their requirements and exceeding their
expectations, and increasing their loyalty
and the chances that they become repeat
customers and attracting new customers.
Measure customer satisfaction and use
effective and appropriate methods to obtain
data and feedback from customers, including
surveys and focus groups, in order to enhance
customer satisfaction.
Manage customer complaints and suggestions,
ensuring that they are resolved in a timely and
effective manner and are collected, analyzed,
and used in making improvements and
developing new products and services.
Appreciate and honor customers through
programs and initiatives that foster customer
loyalty.
Criterion * 6: Customer Results
Excellent organizations achieve results that
meet the needs and exceed the expectations
of their customers. Customer results include
data and information on the measurement of
customers’ satisfaction with and perceptions of the
organization as well as its products and services.
This criterion includes the following sub-criteria:
6.1 Customer perceptions measures
These are the customers’ perceptions of the
organization including their satisfaction or
dissatisfaction with the organization. These
may be obtained from a number of sources,
including surveys, discussion groups, complaints,
compliments, etc. Customer perception measures
could include:
Overall impression
Perception of product and service value
Perception of product and service delivery
Perception of customer relationship
6.2 Customer performance indicators
These are product and service performance
indicators used by the organization in order to
monitor, understand, and predict the performance
of the organization in relation to its customers.
They could include performance indicators on:
Reputation and image
Product and service delivery
Customer relationships
19
Criterion * 7: Human Resources
Results
Excellent organizations achieve results that meet
the needs and exceed the expectations of their
human resources. They use a set of perception
measures and related performance indicators
in several areas to determine the successful
achievement of their goals and strategies. This
criterion includes the following sub-criteria:
7.1 Human resources perceptions
measures
These are the human resources’ perception of
the organization. These may be obtained from
a number of sources, including surveys, reports,
group meetings, etc. Human resources’ perception
measures could include perceptions of:
Leadership and senior management
Involvement and engagement
Employee performance management
Effective communication
7.2 Human resources performance
indicators
These are performance indicators used as internal
measures by the organization to monitor and
improve the performance of the organization’s
human resources, to give a clear understanding
of the efficiency and effectiveness with which
the organization’s human resources strategies
and policies are deployed, and to predict the
future performance of the organization’s human
resources and the extent to which it is impacted by
or impacts human resources’ perceptions, in order
to achieve the organization’s strategy, and meet
the expectations of and add value for customers.
They could include performance indicators on:
Human resources plans and employee
compliance
Training and development
Work place and environment
Human resources involvement and
engagement
Internal communications
Workforce nationalization
20
Criterion * 8: Key Performance
Results
Excellent organizations achieve results that meet
the needs and exceed the expectations of their
stakeholders. Key performance results consist of
business outcomes and key performance indicators,
including strategic and financial outcomes,
volumes of products and services, partner,
supplier and society perceptions, and performance
indicators on several areas to determine the
successful achievement of the organization’s goals
and strategies. This criterion includes the following
sub-criteria:
8.1 Business outcomes
These are the key business outcomes which
demonstrate the success of the organization’s
deployment of its strategy, including volume
of products and services, financial outcomes,
the perceptions of society and the partners and
suppliers supporting the organization, key process
outcomes. These may be obtained from a number
of sources, including, including surveys, reports,
information systems, etc. Business outcome
measures could include:
Performance against strategic direction
Financial outcomes
Volume of key products or services delivered or
key markets
Key process outcomes
Society’s perceptions
Partners and suppliers’ perceptions
8.2 Key performance indicators
These are the key performance indicators that are
used to monitor and control the organization’s key
performance outcomes. They include indicators
on financial performance, partner and supplier
performance to ensure their support to the
organization, key process performance indicators,
use of technology, information and knowledge to
support and improve the organization’s activities
and processes, governance and social responsibility.
Measures of business performance could include
performance indicators on:
Financial indicators
Partners and suppliers performance indicators
Key process performance indicators
Technology, information and knowledge
indicators
Governance and social responsibility indicators
 KAQA Excellence Model

Principles and Criteria Matrix

KAGA Criteria are based on the nine Principles of Quality and Excellence. Therefore, they are clearly integrated and the
principles can be met through the application of the Criteria and sub-criteria.

leading by Achieving
Criterion Sub-criterion
Human Customer focus Managing by Developing Learning and Enhancing Adopting
inspiration and resources processes successful continuous creativity and social Outstanding
role model f o c u s partnerships improvement Harnessing responsibility and
innovation sustainable
resultsting

1 Leadership 1 Setting the strategic direction

Monitoring and reviewing the organization’s

2
management system and performance

3 Enhancing relationships with all stakeholders

4 Reinforcing a culture of quality, excellence and creativity

5 Governance and social responsibility

6 Managing change, risks and crises

2 Strategic 1 Developing and communicating strategy

Planning
2 Implementing and monitoring strategy

3 Human 1
Developing human resources plans and policies &
resources procedures

Developing human resources’ knowledge and

2
capabilities

3 Work environment and empowering human resources

4 Communication and engagement

5 Performance appraisal and recognition

4 Partnerships 1 Managing partnerships and strategic alliances

and
Resources
2 Managing finances

3 Managing facilities and properties

4 Managing technology and knowledge

5 Managing 1 Identifying, designing and managing processes

Processes,
Products and
2 Designing and managing products and services
Services
Continual improvement of processes, products and
3
services

4 Promoting and marketing products and services

5 Managing customer relationships

6 Customer 1 Customer perceptions measures

results
Customer performance indicators

7 Human 1 Human resources perceptions measures

resources
results
2 Human resources performance indicators

8 Key 1 Business outcomes

performance
r e s u l t s
Key performance indicators

21
 C) Organizational Assessment Tool

e & Segmentation
Scop
Achievement

rm
Perfo ance
n
ns atio
v
tion Inno

Lo
gic
nt
Pla
ies &

al
me

Sys
vement Priorit

Integ
Improve
Implementa

tem

rated
Impro

Me

ur
tio

ta
as

em
Eff

n
ent me
ic
ec

I m ple
at
ti v

ne
Le

ss
e

s
ar

ng
te

& Sy
ni

& Effi
Cr c ie ve
ea ncy u si
tiv i
ty I n cl

ITQAN is the tool adopted by KAQA for the determination of the level of organizational
performance. With ITQAN, the performance of an organization is assessed against five
key elements: Performance, System, Implementation, Measurement, Improvement,
with Results assessed against the element “Performance” and Enablers assessed
against the rest of the elements.

22
 KAQA Excellence Model

Components of
Performance
These are the results the organization is aiming to
achieve as part of its strategy. They demonstrate
the performance and achievements of the
organization. Performance is broken down to the
following attributes:
Scope & Segmentation – Results should
cover all areas relating to the Criteria and
the organization’s strategy. Results should
be appropriately segmented in light of
the organization’s business, such as on a
geographical or stakeholder group basis, etc.
Achievement – The organization should
demonstrate positive trends over three years or
sustained good performance. Relevant targets
should be set and achieved for the key results.
Comparisons with excellent organizations
should made for the key results. Established
cause & effect relationships should exist
between the achieved performance and the
systems used.
implementation
The systems should be implemented in all
relevant areas of the organization and by all
relevant stakeholders. The systems should be
deployed in a systematic way involving planned
sequence and continuity, rather than randomly.
Measurement
This is the determination of the effectiveness and
efficiency of the systems and their deployment.
It also involves learning from best practices and
creativity.
Improvement
This involves using outputs from measurement to
identify, prioritize improvements and innovations
and implement them in a planned manner.

System

This constitutes the systems that are designed and

developed to deliver the goals and results the
organization is aiming to achieve. The systems
should be sound in that they have a rationale, are
process based, and are focused on stakeholder
needs. The systems should also be integrated in
that they are linked to other systems and support
the organization’s strategy.

23
 Weights Assigned to Enablers and Results
Learning, creativity and innovation

Key Performance Results

Results
150

Human Resources Customer Results

Results 150
100

Processes, Products and Services

150
Enablers

Human Strategic Partnerships

Resources Planning & Resources
100 100 100

Leadership
150

24
 Appendix I: Illustration of the Results Criteria

Introduction

This guide illustrates the Result Criteria of the KAQA National Excellence Model. It
includes a set of proposed indicators within the key areas covered by each sub-criterion
of the Results Criteria. These are key indicators provided for guidance purposes and
constitute the minimum number of expected indicators. Actual indicators will vary
across sectors. An organization applying for the Award may use additional indicators
to demonstrate its performance and achievements in all relevant areas.
Criterion *6: Customer Results
6.1 Customer perception measures
Overall impression:
Organization’s reputation and image
Human resources’ behavior with customers
Product and service reputation and image
Product and service value:
Product and service quality
Value vs money
Product and service reliability
Creative design
Product and service reliability
Product and service convenience
Product and service innovation
Product and service integration
Product and service delivery:
Information accessibility
Product and service access channels
Speed of delivery
Defects rate
Human resources competence and
professionalism
Product and service advice and support
Transparency of product and service delivery
requirements
Process clarity and transparency
Customer relationships:
communication and dialogue
Customer engagement and involvement
Customer loyalty
Customer suggestions and complaints
6.2 Customer performance indicators
Reputation and image:
Market position and ranking
Compliments and appreciation/recognition to
26
the organization
Compliments and appreciation/recognition to
the organization’s human resources
Product and service conformance/approval
certifications
Fees and added value
Product and service life cycle
New products and services
Time needed to develop new products and
services
Improved products and services
Electronic services
Product and service delivery:
Product and service promotion
Efficiency and convenience of product and
service delivery channels
Lead time
Efficiency in service delivery
Support services
Response time
Customer relationships:
Efficiency of customer communication
channels
Programs and projects carried out in
collaboration with customers
New customers
Lost customers, customers lost to competition
Handling of customer suggestions and
complaints
Criterion * 7 : Human Resources
Results
7.1 Human resources perception
measures
Leadership and senior management:
Productivity and achievement
Motivation and recognition
Human resources policies and procedures
Empowerment and authority delegation
Employee loyalty

Involvement and engagement:
Handling of human resources suggestions
Teams and teamwork
Involvement in the development of systems
and methods
Involvement in the development of policies
and procedures
Involvement in setting goals and strategies
Work environment and the workplace
Workplace and equipment
Work environment and morale
Occupational health and safety
Fairness and equal opportunity
Employee performance management:
Job descriptions and employee objectives
Employee performance appraisal
Training and education
Career development
Succession planning
Salaries, bonuses and compensation
Benefits and services
Effective communication:
Vertical communication
Horizontal communication
Handling of complaints and grievances
7.2 Human resources Performance
Indicators
Human resources plans and employee
compliance:
Appointments and promotions in accordance
with human resources plans
Productivity rates
Job vacancies by department
Honoring and recognition
Employee punctuality and attendance rates
Employee turnover rate
Updating policies and procedures
Delegated authorities
KAQA Excellence Model
Training and development:
Accurate and up-to-date job descriptions
Human resources participation in training and
education programs
Participants in career development and
succession programs
Spending on human resources training and
development as a percentage of total expenses
Participants in continuing education programs
On-the-job training programs
Compliance with performance appraisal
schedules. Performance appraisals are
completed in due time/late
Distribution of human resources by assessed
performance levels
Work place and environment:
Workplace incident rate
Sick leaves
Time involved in processing personnel actions
and transactions (leave request, appointment,
promotion, etc.)
Human resources compensation as a
percentage of total expenses.
Average cost of human resources services
Diversity rates
Collaboration programs
Human resources involvement and
engagement:
Teams and committees
Human resources participation on teams and
committees
Participants in the review if goals, policies,
procedures and strategies
Percentage of respondents to human resources
surveys
Suggestions made
Suggestions implemented
27
Internal communications: Geographic scope and coverage
Key process outcomes:
Efficiency of communication channels Achievement of key process objectives
Complaint and grievance rates Tangible process outcomes
Complaint and grievance processing time Human process outcomes
Intangible process outcomes
Workforce nationalization:
Percentage of employed citizens by job types
Key process outcomes:
Percentage increase in employed citizens Achievement of key process objectives
(males/females) Tangible outcomes of the process
Number of programs dedicated to job Human resources outcomes of process
nationalization Intangible outcomes of the process
Participation in job fairs
Society’s perceptions:
Criterion *8: Key Performance
Control over environmental impact
Results Participation in environmental development
activities
8.1 Key Business Outcomes Control over societal impact
Participation in societal development
activities Influence on economic
Performance against strategic direction: development
Partners and suppliers’ perceptions
Alignment of business outcomes with the
organization’s vision and mission Partner and supplier perceptions:
Achievement of strategic priorities and goals
Effectiveness of the organization’s values Satisfaction with dealings and interactions
Business continuity indicators Satisfaction with involvement
Satisfaction with transparency
Financial outcomes: Satisfaction with communication
Satisfaction with memorandum of
Income and expenses understandings and contracts
Return on investments Satisfaction with joint ventures/projects
Performance against budget
Cash flows 8.2 Key Performance Indicators
Outcomes of initiatives and projects
(achievement of objectives, economic
Financial indicators:
feasibility, stakeholder satisfactions with the
outcomes) Revenue growth indicators
Collection indicators
Volume of key products or services Expenditure optimization/cost control
delivered or key markets: indicators
Self-financing indicators
Market size/volume of demand for the Expenditures against budget indicators
products or services Achievements against initiative and project
The organization’s market share/share of plans
demand

28

Partner and supplier performance:
Handling of partner and supplier complaints
and suggestions
Quality of products and services jointly
delivered with partners
Quality of supplier products and services
Results of the performance evaluations of
partners, suppliers and strategic alliances (if
any)
Communication channels with partners and
suppliers
Achievement against expenditures incurred
on joint ventures/projects with partners and
suppliers
Key process performance indicators:
Efficiency of processes
Efficiency of improvement processes
Efficiency of external and internal audit
processes
Process automation
KAQA Excellence Model
Technology, information and knowledge:
Technological advancement indicators
Information security indicators
Size of tacit/implicit knowledge codified
Size of explicit knowledge codified
Usage and usability of knowledge and
information
Investment in research and development
indicators
Governance and social responsibility:
Compliance with laws and regulations
Transparency activities and media coverage
Environmental activities and initiatives
Societal activities and initiatives
Economic development activities and initiatives
29
 Appendix II: Glossary of Terms

30
 KAQA Excellence Model

Term Definition

Term Definition

Indicators that relate to a product or service’s being available on demand and a product’s
Reliability
performing its intended function when needed

Employees being committed and dedicated to the organization by exerting their best
Employee loyalty/
efforts to achieve the best results for the business and ensure the sustainable success
engagement
of the organization.
The translation of new ideas into practical solutions, or into new products, services,
Innovation processes, systems or approaches with a view to improving efficiency and effectiveness
or creating a competitive advantage.
The generation of new, useful and relevant ideas for optimal solutions to particular
Creativity
problems or for new or improved products, services, processes, systems or approaches.
A high-level plan describing the tactics by which an organization intends to achieve its
Strategy
mission, vision and goals.

Perception The opinion stakeholders have of the organization.

Organizational The set of results and achievements which an organization deliver through its individual
p e r f o r m a n c e employees, teams and organizational units.

The evaluation of the potential effects (positive or negative) an organization’s services,

Environmental impact
products and projects have on the environment.

The on-going structured, systematic improvement of processes to narrow the gap

between the current performance and desired results and minimize performance
Continuous improvement
variances or departures from standards, thereby leading to achievement of higher
levels of performance and better outcomes for customers through incremental change.
A systematic and comprehensive activity that focuses on the interpretation and
understanding of internal and external environmental variables of the organization,
Strategic planning
the identification of strategic issues facing the organization and the development of
appropriate policies to deal with them.

The task of determining how to leverage the financial resources needed to achieve
Financial planning the strategic goals of the organization, allocate and use these resources optimally to
achieve the organization’s goals

A clear road map for the path of an employee through a series of jobs that the
employee moves between in his/her career following a specific approach that matches
Career progression
job requirements with employee qualifications and supports the achievement of the
organization’s strategies.

31
 Term Definition

Cash flows Financial reports of the organization’s cash inflows and cash outflows.

Processes and activities carried out by an organization to advertise and communicate

Promotion its products and services to customers in order to meet their needs and achieve
profitability.
Processes and activities intended to identify the needs of customers and develop a
Marketing portfolio of products and services that satisfy those needs and achieve a tangible or
intangible benefit for the organization within a reasonable period of time.

Continuous learning Different approaches and methods used to enhance the various skills of employees.

Rewarding employees based on the results of reviewing their performance against

Recognition
criteria that are appropriate for their jobs and functions.

The process by which individuals or teams are able to take decision making
Empowerment responsibilities, operate with a degree of autonomy in their actions, and are caused to
develop the necessary skills and knowledge to do so.
A state involving outstanding levels of organizational performance, which are the result
Organizational excellence of ongoing, structured, and sustainable efforts that meet and exceed the expectations
of all stakeholders.
Sustainable and coordinated actions taken by decision-makers and stakeholders that
Economic development contribute to enhancing the living standards and economic indicators of a particular
area.

The organization’s impact on and contributions to aspects of the economy, such as

National development
employment, exports and productivity, that support national development.

Meeting the needs of the present generation without compromising the right of future
generations to a comparable standard of living. The international community has
Sustainable development
defined sustainable development as consisting of the following concepts: economic
growth, social development, and protection of the environment and natural resources.

Information that flows up and down through the managerial hierarchy of the
Vertical communication
organization.

Horizontal Information that flows horizontally through the managerial hierarchy of the
communication organization.

A description of an organization’s overall course of action, including its vision, mission,

Strategic direction
values and strategic goals.

32
 KAQA Excellence Model

Term Definition

The activities of searching pools of job seekers and attracting the best qualified
Recruitment
candidates to accept employment offers in light of the required competencies.

A set of knowledge, skills and behaviors that help an employee achieve superior
Competencies
performance of his/her particular job.

Consistently conforming to and fulfilling or exceeding the requirements, expectations,

Quality
and wants of stakeholders.

A material or moral reward to an employee for performing an excellent job for the
Incentives
organization.

A system for making and implementing decisions towards the achievement of the
organization’s goals in a way that promotes transparency, control accountability
Corporate governance
within the organization’s systems and at the corporate level as well as builds trust and
credibility in the work environment.
A system for managing the organization’s financial resources and tightening control
over its performance in a way that optimizes the use of financial resources, achieves
Financial governance
better results for all stakeholders, and promotes transparency and accountability at the
organizational level.
In contrast to goods which are tangible products with physical substance, services
Services are intangible products and have a personal side. Examples include banking services,
government services, etc.

The percentage of the number of employee left the organization during a specific time
Employee turnover rate
period against the average number of active employees during that period.

A statement that describes the purpose or reason for the existence of an organization.
Mission
It answers the questions “Who are we?” and “What do we want?”.

Vision Description of what the organization is attempting to achieve in the long-term future.

A group of current and potential customers who share the geographic location or
Market/business
similar needs or wants and are willing to pay consideration (if any) to have these needs
segment
or wants fulfilled.
A description of potential or desired future outcome or outcomes that are possible
Alternative scenarios alternatives based on the current situation, as well as the development paths leading
to these outcomes.

A durable working relationship between the organization and partners, creating and
Partnerships
sharing added value for both parties.

33
 Term Definition

An external party the organization strategically chooses to work with to achieve

Partner
common objectives and sustained mutual benefit.

Openness, disclosure of decisions and activities impacting society and the internal and
Transparency external stakeholders, and communicating with stakeholders in a clear, precise and full
manner.
A set of procedures, rules and systems intended to protect personnel safety and health
Occupational health and
in the workplace including creating a safe, hazard-and-risk free work environment and
safety
safeguarding properties and resources from damage.

An organization’s reputation among the society, including partners, suppliers and

Image
customers.

The percentage of profit generated against every unit of money spent on the various
Return on investment
activities.

Fairness Equity, equality, performance of obligations, and accepting diversity.

A set of integrated procedures and activities that interact with one another and
transform inputs (resources) into outputs (products or services) to create objects
Process
of value for customers. Processes employ specific performance metrics such as cost,
quality, and speed.

The processes that are most important for supporting and delivering the strategy and
Key processes
driving the value chain of the organization.

Effectiveness is a term that signifies the achievement of the organization’s goals and
meeting the requirements of the society of which the organization is part. Efficiency is
Effectiveness and
a term that describes a process that is performed as intended and produces the greatest
efficiency
amount of output while consuming minimal resources and meeting the required levels
of quality.
The obligation of an organization to account for its impacts on society and the
Accountability environment, to accept and agree to appropriate inspections and audits, and to accept
the responsibility to cooperate with these inspections and audits.
The physical assets, technology, knowledge and financial resources possessed by an
Organizational
organization that enable the organization to carry out operations effectively and
capabilities
efficiently through its human resources and resources.
A group of human resources who are responsible for directing the organization and its
overall policy and for leading the organization’s human resources, finances, technology
and knowledge towards the achievement of its vision and mission. They include holders
Leadership
of leadership positions at all levels of the organization, ranging from the board, to
senior and middle managements, to heads of organizational units such as departments
and branches.

34
 KAQA Excellence Model

Term Definition

Operating philosophies or principles that guide an organization’s internal conduct as

Organizational values
Added value
Strategic initiatives
well as its relationship with the external environment. Values exert major influence on
the behavior of individuals and teams and serve as broad guidelines in all situations.
The benefit generated to customers by the organization through particular processes
in the value chain, i.e. the activities that create and deliver products and services to
customers.
An action we take towards the achievement of a strategic goal by foreseeing events
and acting proactively to remedy a weakness, enhance a strength, seize an opportunity,
or minimize a threat.

Programs and activities clearly dedicated to fulfilling specific social responsibility

Social initiatives
objectives.

The key principles and fundamental concepts that guide management thinking and
Key principles of
behavior at the individual and organizational levels, and form the basis of the KAQA
excellence
Criteria.

Tangible process All tangible elements resulting from a process. They include, for example, products,
outcomes apparatus, machinery, buildings, and documents.

All human elements that have been interacted with during a process. They include, for
Human process outcomes
example, employees, customers, suppliers, partners, and society.

Intangible process All intangible elements resulting from a process. They include, for example, services,
outcomes skills, knowledge, information, satisfaction, complaints, and suggestions.

The fixed assets that support an organization in its operations such as buildings, land,
Facilities electronic equipment, power equipment, air conditioning, lightening systems, fixtures,
cleaning equipment, etc.
A series of interrelated jobs that fall within one profession and follow a logical sequence.
A career path serves as a clear plan of an employee’s progression in the course of his/
Career path
her career that takes into account the required qualifications for each job within that
career.
It is the organization’s taking responsibility for the effects of its decisions and activities
on society and the environment by acting ethically and in a transparent manner as well
Social responsibility as undertaking initiatives and projects that confirm the organization’s commitment
to serving and developing society, effecting a social role that goes beyond the
organization’s core and direct functions and responsibilities.
Knowledge that has been documented and stored somewhere in the organization
to make it easy to distribute and access without human contact. Examples include
Explicit knowledge
policies, procedures, reports, engineering designs, IT infrastructure, strategy, missions
and objectives, etc.

35
 Term Definition

Experience accumulated and skills acquired by an individual in the organization. This

Tacit/implicit knowledge kind of knowledge is called tacit/implicit because it is held in the human mind which
makes it hidden.
Knowledge is expertise and skills acquired by a person through experience and
education, involving the theoretical or practical understanding of a subject. It is either
Knowledge data or information that has been processed and organized to allow its recipient a
theoretical or practical understanding of a subject and may be used for guidance in
making a decision or taking an action.
Data that is organized, processed and analyzed to achieve an objective or for a particular
Information use, or that is interpreted within a particular context to ensure effective decision
making.
All persons or groups that have a stake or interest in the organization because they can
either affect or be affected by the outcomes and results of the organization’s activities
Stakeholders or decisions. They include all organizations interacting with the organization, business
segments, shareholders, customers, partners, society and the organization’s human
resources.
Pre-defined set of rules, conditions, and elements that are selected or assessed in
order to determine an expected level or levels that demonstrate the organization’s
Criterion
compliance with laws, regulations, policies, and procedures and deployment of plans
and programs towards achievement and excellence.

Comparison An achievement that has been measured for comparison and target setting.

Using learning and insights gained from the experiences of others to improve the
organization’s performance by reviewing and comparing of experiences and systems
Benchmarking
with other relevant and leading organizations as means to identify and make
improvements within the organization.

Market position and

Market share or government or non-government rating of the organization.
rating

Superior approaches or methods that have been proven to lead to exceptional results
Best practice
and that can be adapted to fit an organization’s particular situation.

All real and personal properties owned by an organization, including land, buildings,
Properties technology, apparatus, equipment, machinery, facilities, inventory, and all other types
of assets.
A tangible or intangible object of value that a person or an organization receives in
an exchange transaction. Products can be in the form of goods, services, an idea, or a
Product
combination of two or more of the forgoing elements, and are intended to satisfy the
needs of customers.

36
 KAQA Excellence Model

v Definition

A documented way by which something is made to happen in a particular and

Approach consistent manner. An approach ensures harmony and consistency in the way a job,
task, or activity is performed.
Tangible and intangible objects that help the organization produce its outputs. They
Resources include, for example, financial resources, properties, fixed assets, energy, information,
knowledge, experience, and IT infrastructure.

All individuals employed by the organization, including full time and part time
Human resources
employees in all professions.

Resources that exist without actions of mankind. Due to the vital importance of
Natural resources and human reliance on natural resources, natural resources are affected by or affect
humans. Examples of natural resources include air, water, sunlight, oil, trees, etc.
Resources that are replenished or reproduced naturally in the course of time. They
include various sources of energy such as solar and wind power. Renewable resources
Renewable resources
also include plants and animals as these resources will not be depleted through
optimized, non-excessive usage.
Resources that exist in nature in limited supply and cannot be replenished or replaced
Nonrenewable resources if used. They are therefore in danger of depletion. Examples of nonrenewable resources
include coal, oil, natural gas, and radioactive minerals.

An itemized estimate of the organization’s expected income and expenses for a given
Budget
fiscal period in the future, usually one year.

A unique attribute that allows an organization to outperform its competitors. The

Competitive advantage organization gains a competitive advantage over its competitors by devising and
implementing a competitive strategy.
The framework of documented policies, decisions, instructions, guidelines, and
Management system procedures that direct the organization towards the achievement of its goals and
mission.

The movement of an employee within the same organizational level/grade from one
Job transfer
job to another.

Human resources The best use and efficiency of human resources and the measurement of the size of
productivity their output against consumed resources in units that are relevant to the work they do.

The process and approaches for leading the change and facilitating the transition from
Change management
a current state to a future state.

37
 Term Definition

An integrated, comprehensive framework that involves the culture and tools necessary
to identify, analyze, and assess inherent risks and measure their potential impact on
Risk management the organization’s business, assets, and revenues, and to develop appropriate action
plans to avoid, control, minimize, or mitigate these risks, if not eliminate them at the
source.
An integrated approach for managing and controlling the severe effects of risk when it
Crisis management occurs to the organization causing damage to the organization’s business, properties,
assets, or stakeholders.
An approach that involves the activities of identifying, measuring, and dealing with
Financial risk the sources and impacts of the financial risks to which the organization is exposed, in
m a n a g e m e n t order to enable the organization to improve and reach its goals more effectively and
efficiently.
The initiatives that ensure retaining and developing a superior workforce with the
required competencies to deliver the organization’s strategy. Talent management
involves analyzing talent pools, developing systems for measuring and managing
Talent management employee performance, succession planning, and designing programs to ensure the
identification and development of leaders at all job levels, in order to create a
competitive advantage for the organization by having the most talented and superior
employees available in the job market.

Superior systems, policies, processes or methods that lead to exceptional achievement.

Since it is difficult to achieve what is best, most organizations prefer the term “good
Best/good practices
practices”. Ways to find good practices outside the organization can include
benchmarking and external learning.
Planned learning activities that employees engage in at specific times, and are suited
Organizational learning to employee preferences, preparedness, and abilities and within the limits of available
activities resources and talent. They are intended to enhance employee knowledge and skills
towards the achievement of the organization’s goals.

Collaboration program Plans, systems, and practices that encourage collaboration and teamwork.

The environment in which an employee operates and which affects and is affected
by the employee. It includes all the surroundings conditions (location, building, the
Work environment
employee’s benefits, etc.) and contributes to enhancing the employee’s productivity
and the achievement of his goals and the organization’s strategy.
Involves identifying potential candidates to replace current holders of different jobs as
part of a plan that includes the target jobs, names of potential replacements to fill these
Succession planning jobs, ways to qualify and prepare the potential replacements for their new roles within
clear timeframes, and relevant substitutes in order to ensure sustained operation of the
organization and the achievement of its short- and long-term goals.
The identification and analysis of what the organization needs in terms of the size, type
Workforce planning and quality of workforce, and the development of selection criteria that are appropriate
for job duties.

38
 KAQA Excellence Model

Term Definition

The salaries, wages, allowances, and benefits given to employees as reward for
Remuneration
performing their jobs.

The granting by a superior to a subordinate of the power to act and make decisions
Delegation of authority
within a defined extent that is appropriate to perform an assigned task.

The periodic review of the performance of employees against criteria and competencies
Performance appraisal
that are appropriate for their jobs.

To analyze a job in terms of its requirements, characteristics and nature, and determine
Job evaluation the relative importance and value of the job in order to establish an appropriate pay
rate for the job.

A principle that ensures that all human resources receive fair and equal treatment
Equal opportunity
regardless of gender, age, race, nationality, religion, or disability.

Employees are enabled to act and take decision making responsibilities to perform the
Empowerment assigned tasks while supported by the necessary resources, infrastructure and the work
environment.
The introduction of new employees to their jobs, their co-workers, the work environment,
Induction/ orientation the benefits and advantages of working for the organization, and the organization’s
policies.
A written description of a job which includes specific responsibilities and duties, the
Job description employee characteristics required to perform the job (including the required academic
qualification and experience), and the grade of the job.

A written document describing the processes, actions and resources necessary to

Business plan
achieve the organization’s goals and objects.

A product/service life cycle describes the stages a product goes through including
Product/service lifecycle
development, introduction, usage, and withdrawal or eventual demise.

Lead time The time a customer waits to receive a product or service after placing an order.

A process of replacing foreign workers with native workers that is targeted in terms of
Workforce native workforce size, type and quality. It involves selection, recruitment, performance
nationalization evaluation, training, development, and preparation of native workers to ensure the
targeted Saudi workforce possess the required skills, qualifications and competencies.

Human resources’ The abilities, knowledge and skills that enable an employee to perform a particular task
capabilities to the fulfillment of his/her customers’ expectation.

39
 Term Definition

Training impact The assessment of the effectiveness or effect of training in terms of enhancing
measurement employee’s skills, knowledge and performance of their responsibilities.

Involves systematic efforts by the organization to determine how satisfied customers are
Customer satisfaction with its services or products as well as programs to make organizational improvements
measurement in order for the organization to become more responsive to the needs and expectations
of customers.
Involves systematic efforts by the organization to determine how satisfied its human
Human resources resources in several respects, including working conditions, incentives, training
satisfaction and development, and personnel management practices in order to make the
m e a s u r e m e n t improvements necessary for the organization to become more responsive to the needs
and expectations of its human resources.

The reasons and incentives that contributed to the organization’s taking a decision to
Drivers of change
make a change in a certain area.

The key financial and non-financial business outcomes that demonstrate the success
Key business outcomes of the organization’s deployment of its strategy through its services, products and key
processes.

Indicators relating to cultural, social and economic diversity within the organization’s
Diversity rates
workforce.

The identification of stakeholders’ perceptions of the organization and its services,

Perception measures products, human resources, activities and systems through appropriate measures and
indicators

The type of employees who have immediate contact and deal directly with the public
Frontline employees
and the organization’s customers.

Indicators of the processes that identify and assess the potential risks to which the
Business continuity
organization is exposed and improve the organization’s agility in order to support the
indicators
achievement of the organization’s goals by ensuring the availability of resources.
Measurable quantitative or qualitative information that describes the results of the
Performance indicators organization’s performance evaluation and the achievement made by individuals,
teams or processes.
Specific, measurable financial and non-financial indicators relating to key activities and
Key performance
processes. They help control the organization’s performance to ensure the success of
indicators
the organization’s deployment of its strategy.
The key financial and non-financial indicators that are used to measure the organization’s
Key performance results operational performance. They help monitor and achieve the organization’s key
business outcomes.
An integrated approach to handling employee suggestions, including the procedures
for receiving, evaluating, and processing employee suggestions, adopting employee
Employee suggestion
suggestions to improve performance, and measuring the effects of their adoption. An
system
employee suggestion system encourages employees to generate creative ideas towards
the achievement of the organization’s strategy and goals.

40
KAQA Excellence Model

41
42
KAQA Excellence Model

43
44