‫ﻣﺘﺮﺟﻢ ﻣﻦ ﺍﻹﻧﺠﻠﻴﺰﻳﺔ ﺇﻟﻰ ﺍﻟﻌﺮﺑﻴﺔ ‪www.onlinedoctranslator.

com -‬‬

‫ﻧﻬﺞﺷﺎﻣﻞ‬
‫ﺇﻟﻰﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ ﻓﻲ‬
‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ‬

‫ﺩﻟﻴﻞﺍﻟﺘﻨﻔﻴﺬ‬

‫‪www.flourishdx.com‬‬

‫ﺗﺪﻫﻮﺭﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻋﻨﺪﻣﺎ ﻳﻮﺍﺟﻪ ﺍﻟﻤﻮﻇﻒ ﺻﻌﻮﺑﺎﺕ ﻓﻲ‬
‫ﺍﻟﺤﻴﺎﺓ‪.‬‬
‫ﻳﺮﻛﺰﻣﻮﻗﻊ ‪ FlourishDx‬ﻭﻫﺬﺍ ﺍﻟﺪﻟﻴﻞ ﻋﻠﻰ ﻣﺴﺎﻋﺪﺓ‬
‫ﺃﺻﺤﺎﺏﺍﻟﻌﻤﻞ ﻋﻠﻰ ﻣﻨﻊ ﺣﺪﻭﺙ ﺍﻷﻣﺮﺍﺽ ﻓﻲ ﺍﻟﻤﻘﺎﻡ‬
‫ﺍﻷﻭﻝ ‪،‬ﻭﺗﻮﻓﻴﺮ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻟﺘﺤﺴﻴﻦ ﺭﻓﺎﻫﻴﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ‪.‬‬
‫ﻳﻘﻠﻞﻫﺬﺍ ﺍﻟﻨﻬﺞ ﻣﻦ ﺍﻟﺘﻐﻴﺐ ﻋﻦ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺍﻟﺤﻀﻮﺭ ‪،‬‬
‫ﻭﻣﻄﺎﻟﺒﺎﺕﺍﻟﺘﻌﻮﻳﺾ ‪ ،‬ﻭﻳﺰﻳﺪ ﻣﻦ ﻣﺸﺎﺭﻛﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ ‪،‬‬
‫ﻭﺍﻹﻧﺘﺎﺟﻴﺔ ‪،‬ﻭﺍﻟﺜﻘﺎﻓﺔ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‪.‬‬
‫ﺳﻴﻜﻮﻥﻫﻨﺎﻙ ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﻟﻤﻨﺎﻗﺸﺔ ﺣﻮﻝ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﺘﻔﺎﻋﻠﻴﺔ ﻓﻲ ﻫﺬﺍ ﺍﻟﺪﻟﻴﻞ‪ .‬ﺗﺸﺠﻊ‬
‫‪ People Diagnostix‬ﺃﺻﺤﺎﺏ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﻃﻠﺐ ﺍﻟﻤﺸﻮﺭﺓ‬
‫ﻓﻴﻤﺎﻳﺘﻌﻠﻖ ﺑﺪﻋﻢ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﺍﻟﻌﻮﺩﺓ ﺇﻟﻰ ﺍﻟﺘﺰﺍﻣﺎﺕ ﺍﻟﻌﻤﻞ‬
‫ﻣﻦﺧﻼﻝ ﻣﻘﺪﻣﻲ ﺍﻟﺨﺪﻣﺎﺕ ﺍﻟﻤﺤﻠﻴﻴﻦ ﻭﻣﻨﻈﻤﻲ ﺍﻟﺼﻨﺎﻋﺔ‪.‬‬
‫ﺣﻮﻝ‪People Diagnostix‬‬
‫‪.‬ﻓﻲﻋﺎﻡ ‪ ، 2013‬ﻭﻗﺪ ﻧﻤﺖ ﻟﺘﺼﺒﺢ ﺷﺮﻛﺔ ﻋﺎﻟﻤﻴﺔ ﺭﺍﺉﺪﺓ‬
‫ﻓﻲﻣﻌﺎﻟﺠﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ﻣﻦ ﺧﻼﻝ‬
‫ﻧﻬﺞﺍﺳﺘﺒﺎﻗﻲ ﻟﻠﻮﻗﺎﻳﺔ ﻣﻦ ﺍﻷﻣﺮﺍﺽ ﺃﻭﻻ ً‪Diagnostix‬‬
‫‪ People‬ﻫﻲ ﺷﺮﻛﺔ ﺗﻘﺪﻡ ﺧﺪﻣﺎﺕ ﺗﻌﻠﻴﻤﻴﺔ ﻭﺗﻘﻨﻴﺔ‬
‫ﻭﺍﺳﺘﺸﺎﺭﻳﺔﻋﻤﻠﻴﺔ ﺗﻌﺘﻤﺪ ﻋﻠﻰ ﻋﻠﻢ ﺍﻟﻨﻔﺲ ﻷﻣﺎﻛﻦ ﺍﻟﻌﻤﻞ‬
‫ﺳﻮﺍءﻛﺎﻧﺖ ﻣﺆﺳﺴﺘﻚ ﺗﻬﺪﻑ ﺇﻟﻰ ﺗﻠﺒﻴﺔ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻻﻣﺘﺜﺎﻝ‬
‫ﻭﺍﻟﺠﺎﻣﻌﺎﺕﻭﺍﻟﻤﺪﺍﺭﺱ ﺍﻟﺘﻲ ﺗﻌﻤﻞ ﻋﻠﻰ ﺗﺤﺴﻴﻦ ﺍﻟﺼﺤﺔ‬
‫ﻭﺍﻟﺮﻓﺎﻫﻴﺔﻭﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺍﻟﺴﻼﻣﺔ‪ .‬ﺗﺄﺳﺴﺖ ‪Diagnostix‬‬
‫‪People‬‬
‫ﺳﻴﺴﺎﻋﺪﻙﻋﻠﻰ ﺗﺤﻘﻴﻖ ﻫﺪﻓﻚ ﻭﻳﻮﻓﺮ ﻣﻘﺎﻳﻴﺲ ﻗﻴﻤﺔ ﻟﻤﺮﺍﻗﺒﺔ‬
‫ﻳﺮﺃﺱ‪ People Diagnostix‬ﻋﻠﻤﺎء ﻧﻔﺲ ﻟﺪﻳﻬﻢ ﺧﺒﺮﺓ ﻭﺍﺳﻌﺔ‬
‫ﻓﻲﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ ﻭﺗﻌﺰﻳﺰ ﺍﻟﺮﻓﺎﻫﻴﺔ ‪ ،‬ﻭﻳﻮﻇﻔﻮﻥ ﻓﺮﻳﻘﺎً ﻣﻦ‬
‫ﻣﻬﻨﺪﺳﻲﺍﻟﺒﺮﻣﺠﻴﺎﺕ ﺍﻟﻤﻮﻫﻮﺑﻴﻦ‪ .‬ﺇﻧﻬﻢ ﻳﻌﻤﻠﻮﻥ ﻋﻦ ﻛﺜﺐ ﻣﻊ‬
‫ﺑﺎﺣﺜﻴﻦﺟﺎﻣﻌﻴﻴﻦ ﻭﺷﺮﻛﺎﺕ ﺗﺄﻣﻴﻦ ﺻﺤﻲ ﻭﺷﺮﻛﺎﺕ ﺭﺍﺉﺪﺓ‬
‫ﻟﺘﻄﻮﻳﺮﺣﻠﻮﻝ ﻣﺒﺘﻜﺮﺓ ﺗﺮﺗﻜﺰ ﻋﻠﻰ ﺍﻟﻌﻠﻢ ﻭﺗﺘﻜﻴﻒ ﺑﺎﺳﺘﻤﺮﺍﺭ ﻟﺘﻠﺒﻴﺔ‬
‫ﺍﺣﺘﻴﺎﺟﺎﺕﺍﻟﺼﻨﺎﻋﺔ‪.‬‬
‫ﺭﺩﻭﺩﺍﻟﻔﻌﻞ‬
‫ﺗﻘﺪﺭ‪ People Diagnostix‬ﻣﻼﺣﻈﺎﺗﻚ‪ .‬ﺇﺫﺍ ﻛﺎﻧﺖ ﻟﺪﻳﻚ ﺃﻱ‬
‫ﺍﻗﺘﺮﺍﺣﺎﺕﻟﺘﺤﺴﻴﻦ ﺩﻟﻴﻞ ﺍﻟﺘﻨﻔﻴﺬ ﻫﺬﺍ ‪ ،‬ﺃﻭ ﻣﻨﺘﺞ ‪FlourishDx‬‬
‫‪،‬ﻓﻴﺮﺟﻰ ﺇﺧﺒﺎﺭﻧﺎ ﺑﺬﻟﻚ ﻋﻠﻰ‪.support@flourishdx.com‬‬
‫‪ 1‬ﻣﻨﻈﻤﺔﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ )‪ .(2012‬ﺍﻟﻌﺐء ﺍﻟﻌﺎﻟﻤﻲ ﻟﻼﺿﻄﺮﺍﺑﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻟﺤﺎﺟﺔ ﺇﻟﻰ ﺍﺳﺘﺠﺎﺑﺔ ﺷﺎﻣﻠﺔ ﻭﻣﻨﺴﻘﺔ ﻣﻦ ﺍﻟﻘﻄﺎﻋﺎﺕ ﺍﻟﺼﺤﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻋﻠﻰ‬
‫ﺍﻟﻤﻘﺪﻣﺔ‬
‫ﻟﻸﻣﺮﺍﺽﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻹﺟﻬﺎﺩ ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻻﺿﻄﺮﺍﺑﺎﺕ‬
‫ﺍﻟﻨﻔﺴﻴﺔ ‪،‬ﺗﺄﺛﻴﺮ ﻛﺒﻴﺮ ﻋﻠﻰ ﺍﻷﻓﺮﺍﺩ ﻭﺃﺳﺮﻫﻢ ﻭﺃﻣﺎﻛﻦ ﻋﻤﻠﻬﻢ‬
‫ﻭﺍﻟﻤﺠﺘﻤﻊﻛﻜﻞ‪ .‬ﺍﻻﺿﻄﺮﺍﺑﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻫﻲ ﺍﻟﺴﺒﺐ ﺍﻟﺮﺉﻴﺴﻲ‬
‫ﻟﻐﻴﺎﺏﺍﻟﻤﺮﺽ ‪ ،‬ﻭﻓﻘﺪﺍﻥ ﺍﻹﻧﺘﺎﺟﻴﺔ ‪ ،‬ﻭﺍﻟﻤﺴﺎﻫﻢ ﺍﻷﻛﺒﺮ ﻓﻲ‬
‫ﺃﻋﺪﺍﺩﺍﻻﻧﺘﺤﺎﺭ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻌﺎﻟﻢ‪ .‬ﺍﻝﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ‬
‫ﻳﻘﺪﺭﺃﻥ ﺍﻻﻛﺘﺉﺎﺏ ﺃﺣﺎﺩﻱ ﺍﻟﻘﻄﺐ ﺳﻴﻜﻮﻥ ﺍﻟﻤﺴﺎﻫﻢ ﺍﻷﻭﻝ ﻓﻲ‬
‫ﻋﺐءﺍﻟﻤﺮﺽ ﺍﻟﻌﺎﻟﻤﻲ ﺑﺤﻠﻮﻝ ﻋﺎﻡ ‪.12030‬‬
‫ﺗﻢﺗﺠﻤﻴﻊ ﻫﺬﺍ ﺍﻟﺪﻟﻴﻞ ﻟﻤﺴﺎﻋﺪﺗﻚ ﻋﻠﻰ ﺍﺗﺒﺎﻉ ﻧﻬﺞ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ‬
‫ﻟﺘﻨﻔﻴﺬ‪ FlourishDx‬ﻣﻦ ﺃﺟﻞ ﺗﻌﻈﻴﻢ ﻓﺮﺹ ﺍﻟﻨﺠﺎﺡ ﻭﺗﺤﻘﻴﻖ‬
‫ﺃﻓﻀﻞﺍﻟﻨﺘﺎﺉﺞ ﺍﻟﻤﻤﻜﻨﺔ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ‪.‬‬
‫ﻳﺘﻢﺗﻘﺪﻳﻢ ﻣﺤﺘﻮﻳﺎﺕ ﻫﺬﺍ ﺍﻟﺪﻟﻴﻞ ﺑﻄﺮﻳﻘﺔ ﻣﻨﻄﻘﻴﺔ‬
‫ﻭﻣﺘﺴﻠﺴﻠﺔﺑﺤﻴﺚ ﻳﺘﻢ ﺍﺗﺒﺎﻉ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﻤﻮﺿﺤﺔ ﺑﺸﻜﻞ‬
‫ﺃﻓﻀﻞﺑﺎﻟﺘﺮﺗﻴﺐ ﺍﻟﻤﻮﺿﺢ‪ .‬ﺇﺫﺍ ﻛﻨﺖ ﻗﺪ ﺃﻛﻤﻠﺖ ﺑﺎﻟﻔﻌﻞ‬
‫ﺑﻌﺾﺍﻟﺨﻄﻮﺍﺕ ‪ ،‬ﻓﻘﺪ ﻻ ﺗﺰﺍﻝ ﺗﺠﺪ ﻗﻴﻤﺔ ﻓﻲ ﺍﻟﺮﺟﻮﻉ ﺇﻟﻰ‬
‫ﺍﻟﺪﻟﻴﻞﻣﻦ ﺍﻟﺒﺪﺍﻳﺔ ﻟﻀﻤﺎﻥ ﺇﻛﻤﺎﻟﻪ ﺑﺎﻟﻜﺎﻣﻞ‪ .‬ﺳﻴﺸﻜﻞ ﻫﺬﺍ‬
‫ﺍﻷﺳﺎﺱﺍﻟﻘﻮﻱ ﺍﻟﻤﻄﻠﻮﺏ ﻟﻠﻨﺠﺎﺡ‪.‬‬
‫ﺍﻷﺳﺎﺳﻴﺔﻟـ ‪ WHS‬ﺃﻭ ﺃﻥ ﺗﺼﺒﺢ ﺻﺎﺣﺐ ﻋﻤﻞ ﻣﻔﻀﻼً ﻓﻲ‬
‫ﺻﻨﺎﻋﺘﻚ ‪،‬ﻓﺈﻥ ﺍﻻﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻨﺎﺳﺐ ﻟـ ‪FlourishDx‬‬
‫ﺍﻷﺩﺍءﻭﺍﻟﺘﺤﺴﻴﻦ ﺍﻟﻤﺴﺘﻤﺮ‪.‬‬
‫ﺍﻟﺘﺮﻛﻴﺰﻋﻠﻰ ﺍﻟﻮﻗﺎﻳﺔ‬
‫ﻣﻦﺍﻟﻤﻬﻢ ﺃﻥ ﻳﺘﻢ ﺩﻋﻢ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻦ ﻣﺴﺘﻮﻯ‬
‫ﻣﺮﺿﻬﻢﺍﻟﻌﻘﻠﻲ ﺃﻭ ﺻﺤﺘﻬﻢ ﺍﻟﻌﻘﻠﻴﺔ‪ .‬ﻓﻲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ‬
‫ﺍﻟﺒﻠﺪﺍﻥ ‪،‬ﻳﻌﺪ ﺍﻟﺘﺰﺍﻡ ‪ WHS‬ﺍﻟﻘﺎﻧﻮﻧﻲ ﻷﺻﺤﺎﺏ ﺍﻟﻌﻤﻞ ﺇﺟﺮﺍء‬
‫ﺗﻌﺪﻳﻼﺕﻟﺘﻤﻜﻴﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻣﻦ ﺍﻟﻌﻮﺩﺓ ﺇﻟﻰ ﺍﻟﻌﻤﻞ ﺃﻭ‬
‫ﺍﻟﺒﻘﺎءﻓﻲ ﺍﻟﻌﻤﻞ ﺑﻌﺪ ﻣﻄﺎﻟﺒﺔ ﺗﻌﻮﻳﺾ ﺍﻹﺻﺎﺑﺔ ﺍﻟﻨﻔﺴﻴﺔ‪.‬‬
‫ﻋﻠﻰﺃﻱ ﺣﺎﻝ ‪ ،‬ﻣﻦ ﺍﻟﻤﻨﻄﻘﻲ ﻣﻦ ﺍﻟﻨﺎﺣﻴﺔ ﺍﻟﺘﺠﺎﺭﻳﺔ ﺗﻘﺪﻳﻢ‬
‫ﺍﻟﺪﻋﻢﻟﻠﻤﻮﻇﻔﻴﻦ ﻣﻦ ﺧﻼﻝ ﺗﻮﻓﻴﺮ ﺑﺮﺍﻣﺞ ﻣﺴﺎﻋﺪﺓ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﻣﻦ ﺃﺟﻞ ﻣﻨﻊ ﺍﻟﻤﺰﻳﺪ‬
‫ﺍﻟﻤﺴﺘﻮﻯﺍﻟﻘﻄﺮﻱ‪.‬‬
 ‫ﻣﺤﺘﻮﻳﺎﺕ‬
‫‪|2‬‬ ‫‪|1‬ﻣﺎ ﻫﻮ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺍﻟﺼﺤﻲ ﻭﺍﻵﻣﻦ ﻧﻔﺴﻴﺎ؟‬

‫‪|4‬‬ ‫‪|2‬ﻟﻤﺎﺫﺍ ﺗﻌﺘﺒﺮ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ ﻣﻬﻤﺔ؟‬

‫‪|8‬‬ ‫‪|3‬ﺍﻷﺳﺎﻟﻴﺐ ﺍﻟﻤﻌﻤﻮﻝ ﺑﻬﺎ ﻟﺨﻠﻖ ﺑﻴﺉﺔ ﻋﻤﻞ ﺁﻣﻨﺔ ﻭﺻﺤﻴﺔ ﻧﻔﺴﻴﺎ‬

‫‪|12‬‬ ‫‪|4‬ﻧﻤﻮﺫﺝ ‪FlourishDx‬‬

‫‪|14‬‬ ‫‪|5‬ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺩﻋﻢ ﺍﻟﻘﻴﺎﺩﺓ ﻟﻠﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‬

‫‪|16‬‬ ‫‪|6‬ﺣﺪﺩ ﺍﻟﺜﻐﺮﺍﺕ ﻭﻭﺿﺢ ﻟﻠﻘﻴﺎﺩﺓ ﻛﻴﻒ ﻳﻤﻜﻦ ﻟـ ‪ FlourishDx‬ﻣﺴﺎﻋﺪﺓ ﺷﺮﻛﺘﻚ‬

‫‪|18‬‬ ‫‪|7‬ﺗﻀﻤﻴﻦ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻒ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ‬

‫‪|20‬‬ ‫‪|8‬ﺇﺷﺮﺍﻙ ﻣﻤﺜﻠﻲ ﺍﻟﻤﻮﻇﻔﻴﻦ‬

‫‪|22‬‬ ‫‪|9‬ﺻﻤﻢ ‪ FlourishDx‬ﻟﻤﺆﺳﺴﺘﻚ‬

‫‪|24‬‬ ‫‪|10‬ﻭﺟﻪِّ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﺍﻛﺘﺴﺐ ﺍﻟﺪﻋﻢ‬

‫‪|26‬‬ ‫‪|11‬ﺗﻮﻓﻴﺮ ﺍﻟﺘﺜﻘﻴﻒ ﺍﻟﺼﺤﻲ ﺍﻟﻨﻔﺴﻲ ﻟﺠﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ‬

‫‪|30‬‬ ‫‪|12‬ﺗﻮﻓﻴﺮ ﺗﺪﺭﻳﺐ ﺇﺿﺎﻓﻲ ﻟﻠﻤﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ‬

‫‪|32‬‬ ‫‪|13‬ﺗﺤﺪﻳﺪ ﺍﻟﻤﻘﺎﻳﻴﺲ ﻟﻤﺮﺍﻗﺒﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ‬

‫‪|34‬‬ ‫‪|14‬ﻗﻢ ﺑﺈﺟﺮﺍء ﻣﺴﺢ "ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ" ﻟﺘﺤﺪﻳﺪ ﺍﻟﻤﺠﺎﻻﺕ ﺍﻟﺮﺉﻴﺴﻴﺔ ﺍﻟﺘﻲ ﺗﺤﺘﺎﺝ ﺇﻟﻰ ﺗﺤﺴﻴﻦ‬

‫‪|38‬‬ ‫‪|15‬ﺗﻔﺴﻴﺮ ﻧﺘﺎﺉﺞ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ‬

‫‪|40‬‬ ‫‪|16‬ﺗﻘﺪﻳﻢ ﻣﻠﺨﺺ ﺍﻟﻨﺘﺎﺉﺞ ﻟﻠﻤﻮﻇﻔﻴﻦ‬

‫‪|42‬‬ ‫‪|17‬ﺗﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻟﻔﻬﻢ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺮﺉﻴﺴﻴﺔ ﺑﺸﻜﻞ ﺃﻓﻀﻞ‬

‫‪|44‬‬ ‫‪|18‬ﺍﺟﻤﻊ ﺍﻻﻗﺘﺮﺍﺣﺎﺕ ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺣﻮﻝ ﻛﻴﻔﻴﺔ ﺗﺤﺴﻴﻦ ﺍﻟﻤﺠﺎﻻﺕ ﺍﻟﺮﺉﻴﺴﻴﺔ‬

‫‪|46‬‬ ‫‪|19‬ﺿﻊ ﺧﻄﺔ ﻹﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‬

‫‪|48‬‬ ‫‪|20‬ﺗﻌﺰﻳﺰ ﺭﻓﺎﻫﻴﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﺗﺸﺠﻴﻊ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺬﺍﺗﻴﺔ‬

‫‪|50‬‬ ‫‪|21‬ﻣﺮﺍﺟﻌﺔ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺗﺪﺍﺑﻴﺮ ﺍﻟﺘﺤﻜﻢ‬

‫‪|52‬‬ ‫‪|22‬ﺿﻊ ﺧﻄﺔ ﺟﺪﻳﺪﺓ ﻟﻠﻔﺘﺮﺓ ﺍﻟﻘﺎﺩﻣﺔ‬

‫‪|© People Diagnostix 20201‬‬

 ‫ﻣﺎﻫﻮ ﺃ‬

‫‪1‬‬
‫ﻋﻠﻢﺍﻟﻨﻔﺲ‬
‫ﺻﺤﻴﺔﻭﺁﻣﻨﺔ‬
‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ؟‬

‫ﻟﻔﻬﻢﻣﺎﻫﻴﺔ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺍﻟﻨﻔﺴﻲ ﺍﻟﺼﺤﻲ ﻭﺍﻵﻣﻦ ‪ ،‬ﻗﺪ ﻳﺘﻄﻠﺐ ﺃﻭﻻ ًﺗﻌﺮﻳﻔﺎً ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‪ .‬ﺍﻝﻣﻨﻈﻤﺔ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻌﺎﻟﻤﻴﺔ‪ 2‬ﺗﻌﺮﻑ )ﻣﻨﻈﻤﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻟﻤﻴﺔ( ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻋﻠﻰ ﺃﻧﻬﺎ‪:‬‬

‫"‪ ...‬ﺣﺎﻟﺔ ﻣﻦ ﺍﻟﺮﻓﺎﻫﻴﺔ ﻳﺪﺭﻙ ﻓﻴﻬﺎ ﻛﻞ ﻓﺮﺩ ﺇﻣﻜﺎﻧﺎﺗﻪ ﺍﻟﺨﺎﺻﺔ ‪ ،‬ﻭﻳﻤﻜﻨﻪ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ‬
‫ﺿﻐﻮﻁﺍﻟﺤﻴﺎﺓ ﺍﻟﻌﺎﺩﻳﺔ ‪ ،‬ﻭﻳﻤﻜﻨﻪ ﺍﻟﻌﻤﻞ ﺑﺸﻜﻞ ﻣﻨﺘﺞ ﻭﻣﺜﻤﺮ ‪ ،‬ﻭﻳﻜﻮﻥ ﻗﺎﺩﺭﺍً ﻋﻠﻰ‬
‫ﺍﻟﻤﺴﺎﻫﻤﺔﻓﻲ ﻣﺠﺘﻤﻌﻪ ﺃﻭ ﻣﺠﺘﻤﻌﻪ‪".‬‬

‫ﻣﻦﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﻳﻜﻮﻥ ﻣﺼﻄﻠﺢ "ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‬
‫ﺍﻟﺼﺤﻲﻋﻘﻠﻴﺎً" ﻣﻠﻮﺛﺎً ﺑﺘﺮﻛﻴﺰ ﺍﻟﻜﺜﻴﺮﻳﻦ ﻋﻠﻰ ﻏﻴﺎﺏ‬
‫ﺍﻟﻤﺮﺽﻭﻭﺻﻤﺔ ﺍﻟﻌﺎﺭ ‪ ،‬ﺑﺪﻻ ًﻣﻦ ﻭﺟﻮﺩ ﺟﻮﺍﻧﺐ‬
‫ﺇﻳﺠﺎﺑﻴﺔ‪.‬ﺃﻓﻀﻞ ﻣﺼﻄﻠﺢ ﻻﺳﺘﺨﺪﺍﻣﻪ ﻓﻲ ﻫﺬﺍ ﺍﻟﺴﻴﺎﻕ‬
‫ﻫﻮ"ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ"‪.‬‬
‫ﻏﺎﻟﺒﺎًﻣﺎ ﻳﺴُﺎء ﻓﻬﻢ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺍﻟﺴﻠﻴﻢ ﻋﻘﻠﻴﺎً ﻋﻠﻰ ﺃﻧﻪ‬
‫ﻫﻨﺎﻙﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺘﻌﺮﻳﻔﺎﺕ ﻟﻤﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺍﻟﻨﻔﺴﻲ‬
‫ﺍﻟﺼﺤﻲﻭﺍﻵﻣﻦ ‪ ،‬ﻭﻟﻜﻦﺍﻟﻤﻌﻴﺎﺭ ﺍﻟﻮﻃﻨﻲ ﺍﻟﻜﻨﺪﻱ‬
‫ﻟﻠﺼﺤﺔﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ )‪(2013‬‬
‫‪3‬ﻳﻌﺮﻑّ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺍﻟﺼﺤﻲ ﻭﺍﻵﻣﻦ ﻧﻔﺴﻴﺎ ًﻋﻠﻰ‬
‫ﺃﻧﻪ‪:‬‬
‫ﻣﻦﺍﻟﻮﺍﺿﺢ ﺃﻥ ﺍﻟﺘﻌﺮﻳﻒ ﻳﺮﻛﺰ ﻋﻠﻰ ﺍﻟﺠﻮﺍﻧﺐ ﺍﻹﻳﺠﺎﺑﻴﺔ‬
‫ﻟﻠﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ ﺑﺪﻻ ًﻣﻦ ﺍﻟﺘﺮﻛﻴﺰ ﻓﻘﻂ ﻋﻠﻰ ﻋﺪﻡ ﻭﺟﻮﺩ‬
‫ﻣﺮﺽﺃﻭ ﻭﺻﻤﺔ ﻋﺎﺭ‪ .‬ﻣﻦ ﺍﻟﻤﻬﻢ ﺃﻥ ﻧﺪﺭﻙ ﺃﻧﻪ ﻣﻦ‬
‫ﺍﻟﻤﻔﺎﻫﻴﻢﺍﻟﺨﺎﻃﺉﺔ ﺍﻟﺸﺎﺉﻌﺔ ﺃﻥ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻫﻲ‬
‫ﻣﺠﺮﺩﻏﻴﺎﺏ ﻟﻠﻤﺮﺽ‪ .‬ﻋﻠﻰ ﻧﺤﻮ ﻣﺸﺎﺑﻪ ﺇﻟﻰ ﺣﺪ ﻣﺎ ‪،‬‬
‫ﺑﺒﺴﺎﻃﺔﻣﻜﺎﻥ ﻋﻠﻰ ﺍﺳﺘﻌﺪﺍﺩ ﻟﻘﺒﻮﻝ ﻭﻋﺪﻡ ﺍﻟﺘﻤﻴﻴﺰ‬
‫ﺿﺪﺍﻷﺷﺨﺎﺹ ﺍﻟﻤﺼﺎﺑﻴﻦ ﺑﻤﺮﺽ ﻋﻘﻠﻲ‪ .‬ﻻ ﻳﺰﺍﻝ ﻫﺬﺍ‬
‫ﺃﻣﺮﺍًﺿﺮﻭﺭﻳﺎً ‪ ،‬ﻭﻟﻜﻨﻪ ﻳﻤﺜﻞ ﺣﺪﺍً ﻣﻨﺨﻔﻀﺎً ﺑﺎﻟﻨﺴﺒﺔ‬
‫ﻷﺻﺤﺎﺏﺍﻟﻌﻤﻞ ﻟﻠﻮﺻﻮﻝ ﺇﻟﻴﻪ ﻷﻧﻪ ﻻ ﻳﺘﻄﻠﺐ ﺍﻟﻜﺜﻴﺮ ‪،‬‬
‫ﺇﻥﻛﺎﻥ ﻫﻨﺎﻙ ﺃﻱ ﺇﺟﺮﺍء ﻣﻦ ﺟﺎﻧﺒﻬﻢ‪.‬‬

‫‪/documents/codes-and-standards/publications/CAN_CSA-Z1003-13_BNQ_9700-803_2013_ EN.pdf‬‬ ‫‪2‬‬

‫‪https://www.who.int/features/factfiles/mental_health/ar/ https://www.csagroup.org‬‬ ‫‪3‬‬

‫|‪2 © People Diagnostix 2020‬‬

 ‫"‪ ...‬ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﻳﻌﺰﺯ ﺍﻟﺮﻓﺎﻫﻴﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻟﻠﻌﻤﺎﻝ ﻭﻳﻌﻤﻞ ﺑﻨﺸﺎﻁ ﻟﻤﻨﻊ ﺍﻹﺿﺮﺍﺭ ﺑﺎﻟﺼﺤﺔ‬
‫ﺍﻟﻨﻔﺴﻴﺔﻟﻠﻌﺎﻣﻞ ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺑﻄﺮﻕ ﺍﻹﻫﻤﺎﻝ ﺃﻭ ﺍﻟﻤﺘﻬﻮﺭﺓ ﺃﻭ ﺍﻟﻤﺘﻌﻤﺪﺓ"‪.‬‬
‫ﻧﺴﺒﺔﺍﻟﺴﻜﺎﻥ‬

‫ﺍﻟﺼﺤﺔﺍﻟﻨﻔﺴﻴﺔ ﻫﻲ ﺳﻠﺴﻠﺔ ﻣﺘﺼﻠﺔ ﺗﺘﺮﺍﻭﺡ ﻣﻦ ﺍﻟﻤﺮﺽ ﺇﻟﻰ‬
‫ﺍﻟﻌﺎﻓﻴﺔﺇﻟﻰ ﺍﻻﺯﺩﻫﺎﺭ )ﺍﻟﺮﻓﺎﻫﻴﺔ ﺍﻟﻤﺜﻠﻰ(‪ .‬ﻣﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﺼﻞ‬
‫ﻣﺎﻳﻘﺮﺏ ﻣﻦ ﺭﺑﻊ ﺍﻷﺷﺨﺎﺹ ﻓﻲ ﺳﻦ ﺍﻟﻌﻤﻞ ﻛﻞ ﻋﺎﻡ ﺇﻟﻰ ﻧﻘﻄﺔ‬
‫ﻓﻲﺍﻟﺴﻠﺴﻠﺔ ﺣﻴﺚ ﻳﻜﻮﻥ ﻟﺪﻳﻬﻢ ﻣﺮﺽ ﻋﻘﻠﻲ ﻳﻤﻜﻦ‬
‫ﺗﺸﺨﻴﺼﻪ‪.‬ﺇﻧﻬﺎ ﻗﻀﻴﺔ ﻭﺍﺳﻌﺔ ﺍﻟﻨﻄﺎﻕ ﺗﺤﺘﺎﺝ ﺑﻮﺿﻮﺡ ﺇﻟﻰ ﺣﻞ‬
‫ﻗﺎﺑﻞﻟﻠﺘﻄﻮﻳﺮ ﻳﻌﺎﻟﺞ ﺑﺸﻜﻞ ﻓﻌﺎﻝ ﻭﺍﺳﺘﺒﺎﻗﻲ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‬
‫ﻣﻦﻭﺟﻬﺔ ﻧﻈﺮ ﻛﻞ ﻣﻦ ﺻﺎﺣﺐ ﺍﻟﻌﻤﻞ ﻭﺍﻟﻤﻮﻇﻒ‪.‬‬
‫ﺍﻟﻨﻔﺴﻴﺔﻓﻲ ﺍﻟﻌﻤﻞ ﺇﺟﺮﺍءﺍﺕ ﻣﻠﺘﺰﻣﺔ ﻧﻴﺎﺑﺔ ﻋﻦ ﺍﻟﻤﻨﻈﻤﺔ‪.‬‬
‫ﻳﻠﺨﺺﻫﺬﺍ ﺍﻟﺘﻌﺮﻳﻒ ﻣﺴﺆﻭﻟﻴﺘﻴﻦ ﺭﺉﻴﺴﻴﺘﻴﻦ‬
‫ﻷﺻﺤﺎﺏﺍﻟﻌﻤﻞ‪:‬‬
‫‪ (1‬ﻟﺘﻌﺰﻳﺰ ﺍﻟﺮﻓﺎﻫﻴﺔ‪.‬‬
‫‪ (2‬ﻟﻤﻨﻊ ﺍﻟﻀﺮﺭ‪.‬‬
‫ﻭﻫﺬﺍﻳﺘﻌﺎﺭﺽ ﻣﻊ ﺍﻟﻔﻬﻢ ﺍﻟﻤﺸﺘﺮﻙ "ﻟﻤﻜﺎﻥ ﻋﻤﻞ ﻳﺘﻤﺘﻊ‬
‫ﺑﺼﺤﺔﻧﻔﺴﻴﺔ" ﻭﺍﻟﺬﻱ ﻳﻤﻜﻦ ﺗﺤﻘﻴﻘﻪ ﺑﺸﻜﻞ ﺳﻠﺒﻲ ﻟﻠﻌﺪﻳﺪ‬
‫ﻣﻦﺍﻟﻤﻨﻈﻤﺎﺕ‪ .‬ﺑﺎﻟﻤﻘﺎﺭﻧﺔ ‪ ،‬ﺗﺘﻄﻠﺐ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‬

‫ﻟﺘﺤﻘﻴﻖﻧﺘﻴﺠﺔ ﺇﻳﺠﺎﺑﻴﺔ ‪ ،‬ﻳﺠﺐ ﺍﻻﻋﺘﺮﺍﻑ ﺑﺄﻥ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‬

‫ﻟﻠﻤﻮﻇﻒﻳﻤﻜﻦ ﺃﻥ ﺗﺘﺄﺛﺮ ﻓﻲ ﺍﻟﻌﻤﻞ ﻣﻦ ﻛﻞ ﻣﻦ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ‬
‫)ﻣﺜﻞ ﻋﺐء ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺩﻋﻢ ﺍﻟﻤﺸﺮﻓﻴﻦ ﻭﺯﻣﻼء ﺍﻟﻌﻤﻞ ‪،‬‬
‫ﻭﺍﻻﺳﺘﻘﻼﻟﻴﺔ( ‪ ،‬ﻭﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﻔﺮﺩﻳﺔ )ﻣﺜﻞ ﻣﻤﺎﺭﺳﺔ ﺍﻟﺮﻋﺎﻳﺔ‬
‫ﺍﻟﺬﺍﺗﻴﺔ ‪،‬ﻭﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﻌﻼﻗﺎﺕ ﺍﻹﻳﺠﺎﺑﻴﺔ ‪ ،‬ﺗﺬﻭﻕ ﺍﻟﺘﺠﺎﺭﺏ ﺍﻹﻳﺠﺎﺑﻴﺔ(‬
‫‪.‬ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻓﻲ ﺍﻟﻌﻤﻞ ﻣﺴﺆﻭﻟﻴﺔ ﻣﺸﺘﺮﻛﺔ‪.‬‬

‫ﻣﺰﺩﻫﺮﺓ‬ ‫ﺍﻟﻌﺎﻓﻴﺔﺍﻟﻌﻘﻠﻴﺔ‬ ‫ﺿﻌﻴﻒ‬ ‫ﺍﺿﻄﺮﺍﺏﻋﻘﻠﻲ‬

‫ﺍﻟﻤﻮﺍﺭﺩﺍﻟﻨﻔﺴﻴﺔ‬

‫ﻣﻘﺘﺒﺲﻣﻦ ﻣﻌﻬﺪ ﺍﻟﺮﻓﺎﻩ ‪ ،‬ﺟﺎﻣﻌﺔ ﻛﺎﻣﺒﺮﻳﺪﺝ )‪(2011‬‬

‫‪|© People Diagnostix 20203‬‬

 ‫ﻟﻤﺎﺫﺍ‬

‫‪2‬‬
‫ﻧﻔﺴﻲ‬
‫ﺍﻟﺼﺤﺔﻭﺍﻟﺴﻼﻣﺔ ﻭ‬
‫ﺍﻟﺮﻓﺎﻫﻴﺔﻣﻬﻤﺔ؟‬

‫ﻗﺒﻞﺍﻟﻤﻀﻲ ﻗﺪﻣﺎً ﻓﻲ ﺗﻨﻔﻴﺬﺗﺰﺩﻫﺮ ﻣﻦ ﺍﻟﻤﻬﻢ ﺃﻥ ﺗﻘﺮﺭ ﺳﺒﺐ ﺃﻫﻤﻴﺔ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ ﺍﻟﻨﻔﺴﻴﺔ‬
‫ﻟﻤﺆﺳﺴﺘﻚ‪.‬ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻷﺳﺒﺎﺏ ﺍﻟﺘﻲ ﻗﺪ ﺗﻜﻮﻥ ﻫﺬﻩ ﻫﻲ ﺍﻟﺤﺎﻟﺔ ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻻﻣﺘﺜﺎﻝ ﻟﺘﺸﺮﻳﻌﺎﺕ ‪WHS‬‬
‫‪،‬ﺃﻭ ﺯﻳﺎﺩﺓ ﺍﻹﻧﺘﺎﺟﻴﺔ ‪ ،‬ﺃﻭ ﻛﻮﻧﻚ ﺻﺎﺣﺐ ﻋﻤﻞ ﻣﻔﻀﻼً ‪ ،‬ﺃﻭ ﺑﺒﺴﺎﻃﺔ ﻷﻧﻪ ﺍﻟﺸﻲء ﺍﻟﺼﺤﻴﺢ ﺍﻟﺬﻱ ﻳﺠﺐ ﺍﻟﻘﻴﺎﻡ ﺑﻪ‪.‬‬
‫ﻗﺪﺗﻨﺪﺭﺝ "ﻟﻤﺎﺫﺍ" ﺗﺤﺖ ﻭﺍﺣﺪ ﺃﻭ ﺃﻛﺜﺮ ﻣﻦ ﻫﺬﻩ ﺍﻟﻌﻨﺎﻭﻳﻦ ‪ ،‬ﺃﻭ ﻗﺪ ﺗﻜﻮﻥ ﻫﻨﺎﻙ ﺃﺳﺒﺎﺏ ﺃﺧﺮﻯ‪.‬‬

‫ﺗﻮﻓﻴﺮﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﺘﻌﻠﻴﻤﺎﺕ ﻭﺍﻟﺘﺪﺭﻳﺐ‬ ‫‪-‬‬ ‫ﺍﻟﺴﺒﺐﺍﻷﻭﻝ‪ :‬ﺍﻻﻣﺘﺜﺎﻝ‬

‫ﻭﺍﻹﺷﺮﺍﻑﻛﻤﺎ ﻫﻲ‬
‫ﻓﻲﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺒﻠﺪﺍﻥ )ﻭﺍﻟﻮﻻﻳﺎﺕ ﻭﺍﻷﻗﺎﻟﻴﻢ( ﺗﻮﺟﺪ‬
‫ﺿﺮﻭﺭﻳﺔﻟﺘﻤﻜﻴﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻣﻦ ﺃﺩﺍء‬
‫ﺗﺸﺮﻳﻌﺎﺕﺗﺤﺪﺩ ﻛﻴﻔﻴﺔ ﺗﻌﺎﻣﻞ ﺃﺻﺤﺎﺏ ﺍﻟﻌﻤﻞ ﻣﻊ‬
‫ﻋﻤﻠﻬﻢﺑﺄﻣﺎﻥ ﻭﺩﻭﻥ ﻣﺨﺎﻃﺮ ﻋﻠﻰ ﺍﻟﺼﺤﺔ‬
‫ﻣﺴﺎﺉﻞﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‪ .‬ﻳﻤﺘﺪ ﻫﺬﺍ ﻋﺎﺩﺓ ًﺇﻟﻰ ﺇﺩﺍﺭﺓ‬
‫ﺍﻟﺼﺤﺔﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ‪ .‬ﻫﺬﺍ ﺍﻟﺘﺸﺮﻳﻊ ﻳﺤﻤﻞ‬
‫ﻣﺮﺍﻗﺒﺔﻇﺮﻭﻑ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺗﺤﺖ ﺇﺩﺍﺭﺓ‬ ‫ﺍﻟﻌﺪﻳﺪﻣﻦ ﺍﻻﺗﺴﺎﻕ‪ .‬ﻓﻲ ﻓﻴﻜﺘﻮﺭﻳﺎ )ﺃﺳﺘﺮﺍﻟﻴﺎ( ‪ ،‬ﻗﺎﻧﻮﻥ‬
‫ﻭﺳﻴﻄﺮﺓﺻﺎﺣﺐ ﺍﻟﻌﻤﻞ ‪ ،‬ﺑﻘﺪﺭ ﻣﺎ ﻫﻮ‬ ‫ﺍﻟﺼﺤﺔﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻤﻬﻨﻴﺔ ﻟﻌﺎﻡ ‪42004‬‬
‫ﻣﻤﻜﻦﻋﻤﻠﻴﺎً‬

‫ﻣﺮﺍﻗﺒﺔﺻﺤﺔ ﺍﻟﻤﻮﻇﻒ ‪ ،‬ﺑﻘﺪﺭ ﻣﺎ ﻫﻮ ﻣﻤﻜﻦ‬
‫ﻋﻤﻠﻴﺎً‬
‫ﺍﻟﺘﺸﺎﻭﺭﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﻣﻤﺜﻠﻲ ﺍﻟﺼﺤﺔ‬
‫ﻭﺍﻟﺴﻼﻣﺔ)‪ ، (HSRs‬ﺑﻘﺪﺭ ﻣﺎ ﻫﻮ ﻣﻤﻜﻦ ﻋﻤﻠﻴﺎً ‪،‬‬
‫ﻋﻨﺪﺍﻟﻘﻴﺎﻡ ﺑﺄﺷﻴﺎء ﻣﻌﻴﻨﺔ )ﻣﺜﻞ ﺗﺤﺪﻳﺪ ﺃﻭ ﺗﻘﻴﻴﻢ‬
‫ﺍﻟﻤﺨﺎﻃﺮﺃﻭ ﺍﻟﻤﺨﺎﻃﺮ(‬
‫ﻣﺤﺎﻭﻟﺔﺣﻞ ﻣﺸﻜﻼﺕ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻭﻓﻘﺎً‬
‫ﻷﻱﺇﺟﺮﺍء ﻣﺘﻔﻖ ﻋﻠﻴﻪ ﺃﻭ ﺍﻹﺟﺮﺍء ﺫﻱ ﺍﻟﺼﻠﺔ‬
‫ﻳﺘﻄﻠﺐ)ﻗﺎﻧﻮﻥ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻤﻬﻨﻴﺔ( ﻣﻦ ﺃﺻﺤﺎﺏ ﺍﻟﻌﻤﻞ‪:‬‬
‫ﺗﻮﻓﻴﺮﻭﺍﻟﺤﻔﺎﻅ ﻋﻠﻰ ﺑﻴﺉﺔ ﻋﻤﻞ ﺁﻣﻨﺔ ﻭﺧﺎﻟﻴﺔ‬
‫ﻣﻦﺍﻟﻤﺨﺎﻃﺮ ﻋﻠﻰ ﺍﻟﺼﺤﺔ )ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﺼﺤﺔ‬
‫ﺍﻟﻨﻔﺴﻴﺔ( ﻟﻠﻤﻮﻇﻔﻴﻦ ‪ ،‬ﺑﻘﺪﺭ ﻣﺎ ﻫﻮ ﻣﻤﻜﻦ‬
‫ﻋﻤﻠﻴﺎً‪.‬ﻫﺬﺍ ﻳﺘﻀﻤﻦ‪:‬‬
‫ﺗﻮﻓﻴﺮﻭﺻﻴﺎﻧﺔ ﺃﻧﻈﻤﺔ ﻋﻤﻞ ﺁﻣﻨﺔ ‪ ،‬ﺑﻘﺪﺭ‬ ‫‪-‬‬
‫ﻣﺎﻫﻲ‬
‫ﻓﻲﺣﺪﻭﺩ ﺍﻟﻤﻌﻘﻮﻝ‬

‫ﺍﻟﻤﻬﻨﻴﺔ ‪،‬ﺍﻟﺼﺤﺔ ‪/7 50e0d9e0b2b387fca256f71001fa7be! OpenDocument & Highlight = 0 ،‬‬ ‫‪4‬‬

‫‪http://www.legislation.vic.gov.au/Domino/Web_Notes/LDMS/PubStatbook.nsf/edfb620cf7503d1aca256da4001b08af‬‬

‫|‪4 © People Diagnostix 2020‬‬

 ‫ﺍﻟﺴﺒﺐﺍﻟﺜﺎﻧﻲ‪ :‬ﺯﻳﺎﺩﺓ ﺍﻹﻧﺘﺎﺟﻴﺔ‬
‫ﺗﻌﺘﺒﺮﺍﻷﻣﺮﺍﺽ ﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻹﺟﻬﺎﺩ )ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻻﺿﻄﺮﺍﺑﺎﺕ‬
‫ﺍﻟﻨﻔﺴﻴﺔ( ﺳﺒﺒﺎً ﺭﺉﻴﺴﻴﺎً ﻻﻧﺨﻔﺎﺽ ﺇﻧﺘﺎﺟﻴﺔ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‪ .‬ﻓﻲ‬
‫‪،2014‬ﺑﺮﺍﻳﺲ ﻭﻭﺗﺮﻫﺎﻭﺱ ﻛﻮﺑﺮﺯ ﺣﺪﺩﺕ ﺃﻥ ﻇﺮﻭﻑ ﺍﻟﺼﺤﺔ‬
‫ﺍﻟﻌﻘﻠﻴﺔﺗﻜﻠﻒ ﺍﻻﻗﺘﺼﺎﺩ ﺍﻷﺳﺘﺮﺍﻟﻲ ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ‪ 11‬ﻣﻠﻴﺎﺭ‬
‫ﺩﻭﻻﺭﻣﻦ ﺍﻹﻧﺘﺎﺟﻴﺔ ﺍﻟﻤﻔﻘﻮﺩﺓ ﺑﺴﺒﺐ ﺍﻟﺘﻐﻴﺐ ﻭﺍﻟﺤﻀﻮﺭ )ﻭﻗﺖ‬
‫ﻏﻴﺮﻣﻨﺘﺞ ﻓﻲ ﺍﻟﻌﻤﻞ( ﻭﻣﻄﺎﻟﺒﺎﺕ ﺍﻟﺘﻌﻮﻳﺾ‪ .5‬ﻭﺟﺪﺕ ﺑﺮﺍﻳﺲ‬
‫ﻭﻭﺗﺮﻫﺎﻭﺱﻛﻮﺑﺮﺯ ﺃﻳﻀﺎً ﺃﻥ ﺍﻟﺸﺮﻛﺎﺕ ﺍﻟﺘﻲ ﺍﺳﺘﺜﻤﺮﺕ ﻓﻲ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ ﻟﻤﻮﻇﻔﻴﻬﺎ ﺷﻬﺪﺕ ﻋﺎﺉﺪﺍً ﺇﻳﺠﺎﺑﻴﺎً ﻟﻼﺳﺘﺜﻤﺎﺭ‬
‫ﻗﺪﺭﻩ‪ 2.30‬ﺩﻭﻻﺭﺍً ﻟﻜﻞ ﺩﻭﻻﺭ ﻳﺘﻢ ﺇﻧﻔﺎﻗﻪ ﺑﺴﺒﺐ ﻣﻜﺎﺳﺐ‬
‫ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬
‫ﻋﻨﺪﻣﺮﺍﺟﻌﺔ ﺇﺣﺼﺎءﺍﺕ ﻣﻄﺎﻟﺒﺎﺕ ﺍﻟﺘﻌﻮﻳﺾ ﻟﻠﻔﺘﺮﺓ‬
‫‪، 2015-2014‬ﺍﻟﻌﻤﻞ ﺍﻵﻣﻦ ﺃﺳﺘﺮﺍﻟﻴﺎ ﺣﺪﺩ ﺍﻻﺿﻄﺮﺍﺑﺎﺕ‬
‫ﺍﻟﻌﻘﻠﻴﺔ)ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺠﻤﻴﻊ ﺇﺻﺎﺑﺎﺕ ﻭﺃﻣﺮﺍﺽ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ(‬
‫ﻣﻤﺎﻳﺆﺩﻱ ﺇﻟﻰ ﺃﻃﻮﻝ ﺇﺟﺎﺯﺓ ﻣﻦ ﺍﻟﻌﻤﻞ )ﻣﺘﻮﺳﻂ ‪17.6‬‬
‫ﺃﺳﺒﻮﻋﺎً( ﻭﺗﻜﻠﻔﺔ ﺃﻛﺒﺮ )ﺍﻟﻤﻄﺎﻟﺒﺔ ﺍﻟﻮﺳﻴﻄﺔ ‪ 28400‬ﺩﻭﻻﺭ( ‪.6‬‬
‫ﺍﻹﺟﺮﺍءﺍﻟﻤﻨﺼﻮﺹ ﻋﻠﻴﻪ ﻓﻲ ﻟﻮﺍﺉﺢ ﺍﻟﺼﺤﺔ‬
‫ﻭﺍﻟﺴﻼﻣﺔﺍﻟﻤﻬﻨﻴﺔ ﻟﻌﺎﻡ ‪) 2017‬ﻟﻮﺍﺉﺢ ﺍﻟﺼﺤﺔ‬
‫ﻭﺍﻟﺴﻼﻣﺔﺍﻟﻤﻬﻨﻴﺔ(‪.‬‬
‫ﻣﻦﺃﺟﻞ ﺍﻻﻣﺘﺜﺎﻝ ﻟﻬﺬﻩ ﺍﻟﻮﺍﺟﺒﺎﺕ ‪ ،‬ﻳﺠﺐ ﻋﻠﻰ ﺻﺎﺣﺐ‬
‫ﺍﻟﻌﻤﻞ‪:‬‬
‫‪.1‬ﺗﺤﺪﻳﺪ ﻭ ‪ ،‬ﺇﺫﺍ ﻛﺎﻥ ﺫﻟﻚ ﻣﻨﺎﺳﺒﺎً ‪ ،‬ﺗﻘﻴﻴﻢ ﺃﻱ ﻣﺨﺎﻃﺮ ﻧﻔﺴﻴﺔ ‪-‬‬
‫ﺍﺟﺘﻤﺎﻋﻴﺔ)ﻣﺜﻞ ﻋﺐء ﺍﻟﺪﻭﺭ ‪ ،‬ﻭﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺍﻟﻮﻇﻴﻔﺔ( ﺍﻟﺘﻲ‬
‫ﻳﻤﻜﻦﺃﻥ ﺗﺴﺒﺐ ﺃﻭ ﺗﺴﺎﻫﻢ ﻓﻲ ﺍﻹﺟﻬﺎﺩ ‪ /‬ﺍﻹﺻﺎﺑﺔ‬
‫ﺍﻟﻨﻔﺴﻴﺔ‬
‫‪.2‬ﺗﻨﻔﻴﺬ ﺗﺪﺍﺑﻴﺮ ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﻟﻤﺨﺎﻃﺮ ﻟﻠﺴﻴﻄﺮﺓ ﻋﻠﻰ‬
‫ﺍﻟﻤﺨﺎﻃﺮ‬
‫‪.3‬ﻣﺮﺍﺟﻌﺔ ﻭﻣﺮﺍﺟﻌﺔ ﺇﺟﺮﺍءﺍﺕ ﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺍﻟﻤﺨﺎﻃﺮ‬
‫‪.4‬ﺑﻌﺪ ﺍﻹﺑﻼﻍ ‪ /‬ﺍﻹﺻﺎﺑﺔ ‪ /‬ﺍﻟﺤﺎﺩﺙ ﺍﻟﺬﻱ ﻳﻨﻄﻮﻱ ﻋﻠﻰ‬
‫ﺍﻹﺟﻬﺎﺩ ‪،‬ﺗﺤﻘﻖ ﻣﻤﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ‬
‫ﺍﻟﻤﺮﺗﺒﻄﺔﺑﺎﻟﻌﻤﻞ ﻗﺪ ﺳﺎﻫﻤﺖ‬
‫ﻳﻤﻜﻦﺃﻥ ﻳﺴﺎﻋﺪ ‪ FlourishDx‬ﻓﻲ ﺍﻟﺜﻼﺛﺔ ﺍﻷﻭﻟﻰ ﻣﻦ‬
‫ﻣﺘﻄﻠﺒﺎﺕﺍﻻﻣﺘﺜﺎﻝ ﻫﺬﻩ ﻭﻳﻮﻓﺮ ﻟﻐﺔ ﻣﻨﺎﺳﺒﺔ ﻟﻠﺘﺤﻘﻴﻖ ﻓﻲ‬
‫ﺍﻹﺻﺎﺑﺎﺕ ‪ /‬ﺍﻟﺤﻮﺍﺩﺙ ﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻹﺟﻬﺎﺩ‪.‬‬

‫ﻣﻄﺎﻟﺒﺎﺕﺧﻄﻴﺮﺓ‪ :‬ﻣﺘﻮﺳﻂ ﺍﻟﺘﻌﻮﻳﺾ ﺍﻟﻤﺪﻓﻮﻉ ﺣﺴﺐ ﻃﺒﻴﻌﺔ ﺍﻹﺻﺎﺑﺔ ﺃﻭ ﺍﻟﻤﺮﺽ )‪(15-2014‬‬

‫ﺣﺮﻕ‬
‫ﺍﻷﻣﺮﺍﺽﺍﻟﻤﻌﺪﻳﺔ ﻭﺍﻟﻄﻔﻴﻠﻴﺔ‬
‫ﺃﻣﺮﺍﺽﺍﻟﺠﻠﺪ ﻭﺍﻷﻧﺴﺠﺔ ﺗﺤﺖ ﺍﻟﺠﻠﺪ‬
‫ﻣﻄﺎﻟﺒﺎﺕﺃﺧﺮﻯ‬
‫ﺍﻟﺠﺮﻭﺡﻭﺍﻟﺘﻤﺰﻗﺎﺕ ﻭﺑﺘﺮ ﺍﻷﻋﻀﺎء ﻭﺗﻠﻒ ﺍﻷﻋﻀﺎء ﺍﻟﺪﺍﺧﻠﻴﺔ‬
‫ﺇﺻﺎﺑﺎﺕﺩﺍﺧﻞ ﺍﻟﺠﻤﺠﻤﺔ‬
‫ﺃﻣﺮﺍﺽﺃﺧﺮﻯ‬
‫ﺇﺻﺎﺑﺎﺕﺃﺧﺮﻯ‬
‫ﺇﺻﺎﺑﺔﺍﻟﻤﻔﺎﺻﻞ ‪ /‬ﺍﻷﺭﺑﻄﺔ ﻭﺍﻟﻌﻀﻼﺕ ‪ /‬ﺍﻷﻭﺗﺎﺭ‬
‫ﺃﻣﺮﺍﺽﺍﻟﺠﻬﺎﺯ ﺍﻟﺪﻭﺭﻱ‬
‫ﺃﻣﺮﺍﺽﺍﻟﺠﻬﺎﺯ ﺍﻟﺘﻨﻔﺴﻲ‬
‫ﺍﻷﻭﺭﺍﻡ)ﺍﻟﺴﺮﻃﺎﻥ(‬
‫ﺃﻣﺮﺍﺽﺍﻟﺠﻬﺎﺯ ﺍﻟﻬﻀﻤﻲ‬
‫ﻛﺴﻮﺭ‬
‫ﺃﻣﺮﺍﺽﺍﻟﺠﻬﺎﺯ ﺍﻟﻌﻀﻠﻲ ﺍﻟﻬﻴﻜﻠﻲ ﻭﺍﻟﻨﺴﻴﺞ ﺍﻟﻀﺎﻡ‬
‫ﺃﻣﺮﺍﺽﺍﻟﺠﻬﺎﺯ ﺍﻟﻌﺼﺒﻲ ﻭﺍﻟﺤﻮﺍﺱ‬
‫ﺇﺻﺎﺑﺔﺍﻷﻋﺼﺎﺏ ﻭﺍﻟﻨﺨﺎﻉ ﺍﻟﺸﻮﻛﻲ‬
‫‪28400‬‬ ‫ﺃﻣﺮﺍﺽﻋﻘﻠﻴﺔ‬

‫‪30‬‬ ‫‪25‬‬ ‫‪20‬‬ ‫‪15‬‬ ‫‪10‬‬ ‫‪5‬‬ ‫‪0‬‬

‫)ﻣﺘﻮﺳﻂ ﺍﻟﺘﻌﻮﻳﺾ ﺍﻟﻤﺪﻓﻮﻉ ﺑﺂﻻﻑ ﺍﻟﺪﻭﻻﺭﺍﺕ(‬

‫ﻣﺼﺪﺭ‪https://www.safeworkaustralia.gov.au/system/files/documents/1801/awcs_2015-16_report-20171023_v3_0.pdf:‬‬

‫ﻳﻤﻜﻦﺍﺳﺘﺨﺪﺍﻡ ﺍﺳﺘﻄﻼﻉ "ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ" ﺩﺍﺧﻞ ﻣﻨﺼﺔ ‪ FlourishDx‬ﻛﺄﺩﺍﺓ ﻟﺘﺤﻠﻴﻞ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻟﺘﺤﺪﻳﺪ ﺍﻟﻤﻜﺎﻥ ﺍﻟﻤﻄﻠﻮﺏ‬
‫ﻟﻠﺘﺪﺧﻞﻣﻦ ﺃﺟﻞ ﺯﻳﺎﺩﺓ ﺍﻹﻧﺘﺎﺟﻴﺔ ﻭﺗﻘﻠﻴﻞ ﺍﻹﺻﺎﺑﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ‪ .‬ﻛﻤﺎ ﻳﺤﺘﻮﻱ ﻋﻠﻰ ﻣﻮﺍﺩ ﺗﻌﻠﻴﻤﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ ﺣﻮﻝ ﺇﺩﺍﺭﺓ ﺍﻹﺟﻬﺎﺩ ﺑﺸﻜﻞ‬
‫ﻓﻌﺎﻝ ‪،‬ﻭﻫﻮ ﺃﺣﺪ ﺍﻟﺘﺪﺧﻼﺕ ﺍﻟﻤﻮﺻﻰ ﺑﻬﺎ ﻓﻲ‪ 2014‬ﺗﻘﺮﻳﺮ ﺑﺮﺍﻳﺲ ﻭﻭﺗﺮﻫﺎﻭﺱ ﻛﻮﺑﺮﺯ ﻟﺰﻳﺎﺩﺓ ﺍﻹﻧﺘﺎﺟﻴﺔ‪.‬‬

‫‪-2014.pdf https://www.safeworkaustralia.gov.au/doc/australian-workers-compensation-statistics-2014-15‬‬ ‫‪5‬‬

‫‪https://www.headsup.org.au/docs/default-source/resources/beyondblue_workplaceroi_finalreport_may‬‬ ‫‪6‬‬

‫‪|© People Diagnostix 20205‬‬

 ‫ﺍﻟﺴﺒﺐ‪" :4‬ﺇﻧﻪ ﻓﻘﻂ ﺍﻟﺸﻲء ﺍﻟﺼﺤﻴﺢ ﺍﻟﺬﻱ ﻳﺠﺐ‬
‫ﺍﻟﻘﻴﺎﻡﺑﻪ"‬
‫ﻟﻸﻣﺮﺍﺽﺍﻟﻌﻘﻠﻴﺔ ﺗﺄﺛﻴﺮ ﺳﻠﺒﻲ ﻛﺒﻴﺮ ﻋﻠﻰ ﺍﻷﻓﺮﺍﺩ ﻭﺃﺳﺮﻫﻢ‬
‫ﻭﺯﻣﻼﺉﻬﻢﻭﺍﻟﻤﺠﺘﻤﻊ ﺍﻷﻭﺳﻊ‪ .‬ﻳﻌﺎﻧﻲ ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ﻭﺍﺣﺪ ﻣﻦ‬
‫ﻛﻞﺃﺭﺑﻌﺔ ﺑﺎﻟﻐﻴﻦ ﻋﺎﻣﻠﻴﻦ ﻣﻦ ﺍﺿﻄﺮﺍﺏ ﻋﻘﻠﻲ ﻛﻞ ﻋﺎﻡ‪ .‬ﻣﺎ‬
‫ﻳﻘﺮﺏﻣﻦ ﻧﺼﻒ ﺟﻤﻴﻊ ﺍﻟﻨﺎﺱ ﻳﻌﺎﻧﻮﻥ ﻣﻦ ﺍﺿﻄﺮﺍﺏ ﻋﻘﻠﻲ‬
‫ﻓﻲﺣﻴﺎﺗﻬﻢ‪ .‬ﻣﻊ ﺍﺭﺗﻔﺎﻉ ﻣﻌﺪﻝ ﺍﻧﺘﺸﺎﺭ ﺍﻻﺿﻄﺮﺍﺑﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ‪،‬‬
‫ﻓﻤﻦﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﺘﺄﺛﺮ ﺃﻭ ﻳﻌﺮﻑ ﺷﺨﺼﺎً ﻣﺎ‪.‬‬
‫ﺍﻟﻤﻔﻀﻞ‪.‬ﻭﺟﺪ ﺍﻻﺳﺘﻄﻼﻉ ﺍﻟﺬﻱ ﺷﻤﻞ ﺃﻛﺜﺮ ﻣﻦ ‪ 1000‬ﻣﻮﻇﻒ‬
‫ﻳﺆﺛﺮﺍﻟﺘﻌﺮﺽ ﺍﻟﻤﻄﻮﻝ ﻟﻺﺟﻬﺎﺩ ﺃﻳﻀﺎً ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﺒﺪﻧﻴﺔ‬
‫ﻟﻸﻓﺮﺍﺩ‪.‬ﺗﺸﻤﻞ ﺍﻵﺛﺎﺭ ﺍﻟﺠﺴﺪﻳﺔ ﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻹﺟﻬﺎﺩ ﺃﻣﺮﺍﺽ‬
‫ﺍﻟﻘﻠﺐﻭﺍﺿﻄﺮﺍﺑﺎﺕ ﺍﻟﻌﻀﻼﺕ ﻭﺍﻟﻌﻈﺎﻡ ﻭﺍﻟﺼﺪﺍﻉ ﻭﺍﺿﻄﺮﺍﺑﺎﺕ‬
‫ﺍﻟﺠﻬﺎﺯﺍﻟﻬﻀﻤﻲ ﻭﺃﻣﺮﺍﺽ ﻃﻔﻴﻔﺔ ﻣﺨﺘﻠﻔﺔ‪ .‬ﻳﻤﻜﻦ ﺃﻥ ﻳﺆﺩﻱ‬
‫ﺍﻹﺟﻬﺎﺩﺃﻳﻀﺎً ﺇﻟﻰ ﺳﻠﻮﻛﻴﺎﺕ ﺃﺧﺮﻯ ﺿﺎﺭﺓ ﺑﺎﻟﺼﺤﺔ ﻣﺜﻞ ﺗﺨﻄﻲ‬
‫ﻭﺟﺒﺎﺕﺍﻟﻄﻌﺎﻡ ﺃﻭ ﺷﺮﺏ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﻜﺎﻓﻴﻴﻦ ﺃﻭ ﺍﻟﻜﺤﻮﻝ ﺃﻭ‬
‫ﺇﺳﺎءﺓﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﺨﺪﺭﺍﺕ ﺃﻭ ﺍﻟﺘﺪﺧﻴﻦ‪.‬‬
‫ﻣﻦﺍﻟﻤﺮﺟﺢ ﺃﻥ ﻳﻌﻤﻞ ﺍﻟﻤﻮﻇﻔﻮﻥ ﺑﺪﻭﺍﻡ ﻛﺎﻣﻞ ﺃﻛﺜﺮ ﻣﻦ ﺃﻱ‬
‫ﻧﺸﺎﻁﺁﺧﺮ ﻓﻲ ﺣﻴﺎﺗﻬﻢ )ﺭﺑﻤﺎ ﺑﺎﺳﺘﺜﻨﺎء ﺍﻟﻨﻮﻡ(‪ .‬ﺍﻟﻌﻤﺎﻟﺔ ﻟﻬﺎ ﺁﺛﺎﺭ‬
‫ﻣﻔﻴﺪﺓﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﺃﻛﺜﺮ ﻣﻦ ﺍﻟﺒﻄﺎﻟﺔ‪ .‬ﻫﺬﺍ ﻳﺠﻌﻞ‬
‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ ﻣﻜﺎﻧﺎً ﻣﺜﺎﻟﻴﺎً ﻹﻧﺸﺎء ﺗﺪﺧﻼﺕ ﻟﻠﺤﺪ ﻣﻦ ﺗﺄﺛﻴﺮ‬
‫ﺍﻷﻣﺮﺍﺽﺍﻟﻌﻘﻠﻴﺔ ﻋﻠﻰ ﺍﻟﻤﺠﺘﻤﻊ ﻭﻣﺴﺎﻋﺪﺓ ﺍﻟﻨﺎﺱ ﻋﻠﻰ ﺇﺩﺭﺍﻙ‬
‫ﺇﻣﻜﺎﻧﺎﺗﻬﻢﻭﺧﻠﻖ ﺃﻓﻀﻞ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﺮﻓﺎﻫﻴﺔ ﺍﻟﻤﻤﻜﻨﺔ‪.‬‬
‫ﺍﻟﺴﺒﺐﺍﻟﺜﺎﻟﺚ‪ :‬ﺃﻥ ﺗﺼﺒﺢ ﺻﺎﺣﺐ ﻋﻤﻞ ﻣﻔﻀﻼً‬
‫ﻛﻮﻧﻚﺻﺎﺣﺐ ﻋﻤﻞ ﻣﻔﻀﻼً ﻳﻌﻨﻲ ﺇﻧﺸﺎء ﻋﻤﻞ ﺗﺠﺎﺭﻱ ﻳﻤﺜﻞ‬
‫ﻣﻜﺎﻧﺎًﺭﺍﺉﻌﺎً ﻟﻠﻌﻤﻞ‪ .‬ﺇﺫﺍ ﻗﺪﻡ ﺃﺻﺤﺎﺏ ﺍﻟﻌﻤﻞ ﻇﺮﻭﻑ ﻋﻤﻞ ﺩﻭﻥ‬
‫ﺍﻟﻤﺴﺘﻮﻯ ‪،‬ﻓﺴﻴﺠﺪﻭﻥ ﺻﻌﻮﺑﺔ ﻓﻲ ﺟﺬﺏ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﺍﻟﻤﻮﻫﻮﺑﻴﻦﻭﺍﻻﺣﺘﻔﺎﻅ ﺑﻬﻢ‪.‬‬
‫ﺍﻟﺒﺤﺚﻋﻦ ﻃﺮﻳﻖ ﺍﻟﻐﺮﻳﺰﺓ ﻭﺍﻟﻌﻘﻞ‪ 7‬ﺣﺪﺩ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺍﻟﺼﺤﻲ‬
‫ﻋﻘﻠﻴﺎًﻛﺄﺩﺍﺓ ﻗﻮﻳﺔ ﻷﻣﺎﻛﻦ ﺍﻟﻌﻤﻞ ﻟﺘﺼﺒﺢ ﺻﺎﺣﺐ ﺍﻟﻌﻤﻞ‬
‫ﺃﺳﺘﺮﺍﻟﻲﺃﻥ ‪ ٪71‬ﻣﻦ ﺍﻟﻤﺸﺎﺭﻛﻴﻦ ﻗﺎﻟﻮﺍ ﺇﻥ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‬
‫ﺍﻟﺼﺤﻲﻋﻘﻠﻴﺎً ﻣﻬﻢ ﻋﻨﺪ ﺍﻟﺒﺤﺚ ﻋﻦ ﻭﻇﻴﻔﺔ ﻓﻲ ﺍﻟﻤﺴﺘﻘﺒﻞ‪.‬‬
‫ﻭﺟﺪﺍﻟﺒﺤﺚ ﻧﻔﺴﻪ ﺃﻳﻀﺎً ﺃﻥ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﺍﻟﺼﺤﻲ ﻋﻘﻠﻴﺎً ﺳﺎﻋﺪ‬
‫ﻓﻲﺍﻻﺣﺘﻔﺎﻅ ﺑﺎﻟﻤﻮﻫﻮﺑﻴﻦ‪ .‬ﻓﻬﻮ ﻳﺠﻌﻞ ﺍﻟﻤﻮﻇﻒ ﺃﻛﺜﺮ ﺍﻟﺘﺰﺍﻣﺎً‬
‫ﺑﻮﻇﻴﻔﺘﻪ)‪ ٪60‬ﻣﻦ ﺍﻟﻌﺎﻣﻠﻴﻦ ﺣﺎﻟﻴﺎً ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﻫﺬﺍ( ﻭﻳﻘﻞ‬
‫ﺍﺣﺘﻤﺎﻟﻴﺔﺍﻟﺒﺤﺚ ﻋﻦ ﻋﻤﻞ ﺁﺧﺮ )‪ .(٪68‬ﻟﻴﺲ ﻣﻦ ﺍﻟﻤﺴﺘﻐﺮﺏ‬
‫ﺃﻥﺃﻛﺜﺮ ﻣﻦ ﺛﻠﺚ ﺍﻟﻤﺴﺘﺠﻴﺒﻴﻦ )‪ (٪37‬ﻗﺎﻟﻮﺍ ﺇﻥ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‬
‫ﺍﻟﺼﺤﻲﻋﻘﻠﻴﺎً ﺷﺠﻌﻬﻢ ﻋﻠﻰ ﺍﻟﺒﻘﺎء ﻓﻲ ﻭﻇﻴﻔﺔ ﻟﻔﺘﺮﺓ ﺃﻃﻮﻝ ﻣﻤﺎ‬
‫ﻛﺎﻥﻳﻤﻜﻦ ﺃﻥ ﻳﻔﻌﻠﻮﻩ ﻟﻮﻻ ﺫﻟﻚ‪.‬‬

‫ﺑﻐﺾﺍﻟﻨﻈﺮ ﻋﻦ ﺳﺒﺐ ﺇﻧﺸﺎء ﻣﻜﺎﻥ ﻋﻤﻞ ﺻﺤﻲ ﻭﺁﻣﻦ‬

‫ﻧﻔﺴﻴﺎ ً‪،‬ﻫﻨﺎﻙ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻔﻮﺍﺉﺪ ﻟﻠﺘﻌﺎﻣﻞ ﺑﺸﻜﻞ ﺍﺳﺘﺒﺎﻗﻲ‬
‫ﻣﻊﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺑﺪﻻ ًﻣﻦ ﻋﺪﻡ ﺍﻟﻘﻴﺎﻡ ﺑﺄﻱ ﺷﻲء‪.‬‬

‫ﺳﻴﺘﻌﺎﻣﻞﺑﺎﻗﻲ ﺩﻟﻴﻞ ﺍﻟﺘﻨﻔﻴﺬ ﻣﻊ "ﻛﻴﻔﻴﺔ" ﺇﻧﺸﺎء ﻣﻜﺎﻥ ﻋﻤﻞ‬

‫ﺻﺤﻲﻭﺁﻣﻦ ﻧﻔﺴﻴﺎ ًﺑﺪﻋﻢ ﻣﻦ ‪.FlourishDx‬‬

‫‪sfvrsn=47‬؟‪https://www.headsup.org.au/docs/default-source/resources/instinct_and_reason_employer_of_choice.pdf‬‬

‫|‪6 © People Diagnostix 2020‬‬

|© People Diagnostix 20207
 ‫ﺃﻧﺸﺉﺖ‬
‫ﻃﺮﻕﺍﻹﻧﺸﺎء‬

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‫ﻋﻠﻢﺍﻟﻨﻔﺲ‬
‫ﺻﺤﻴﺔﻭﺁﻣﻨﺔ‬
‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ‬

‫ﻫﻨﺎﻙﻃﺮﻳﻘﺘﺎﻥ ﺭﺍﺳﺨﺘﺎﻥ ﻟﻠﺘﻌﺎﻣﻞ ﺑﺸﻜﻞ ﺍﺳﺘﺒﺎﻗﻲ ﻣﻊ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ ﻓﻲ ﻣﻜﺎﻥ‬

‫ﺍﻟﻌﻤﻞ‪:‬‬
‫‪ (1‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ‪.‬‬
‫‪ (2‬ﺗﻌﺰﻳﺰ ﺍﻟﺮﻓﺎﻫﻴﺔ‪.‬‬

‫ﺍﺣﺘﻤﺎﻟﻴﺔﻭﻧﺘﺎﺉﺞ ﺍﻷﻣﺮﺍﺽ‪ .‬ﻳﻤﻜﻦ ﺗﻨﻔﻴﺬ ﺃﻧﺸﻄﺔ‬ ‫ﺇﺫﺍﻛﻨﺖ ﺗﻔﻜﺮ ﻓﻲﻧﻤﻮﺫﺝ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ‪8‬‬

‫ﺇﺩﺍﺭﺓﺍﻟﻤﺨﺎﻃﺮ ﻭﺗﻌﺰﻳﺰ ﺍﻟﺮﻓﺎﻫﻴﺔ ﺑﺸﻜﻞ ﻣﺴﺘﻘﻞ ﻋﻦ‬ ‫ﻧﻬﺞﻟﻠﻮﻗﺎﻳﺔ ﻣﻦ ﺍﻷﻣﺮﺍﺽ )ﺍﻟﺸﻜﻞ ‪ 1‬ﺃﺩﻧﺎﻩ( ‪ ،‬ﻳﻤﻜﻦ‬
‫ﺑﻌﻀﻬﺎﺍﻟﺒﻌﺾ ﻭﻟﻜﻦ ﻋﻨﺪ ﺍﺳﺘﺨﺪﺍﻣﻬﺎ ﻣﻌﺎً ﻓﺈﻧﻬﺎ ﺗﺰﻳﺪ‬ ‫ﺍﻋﺘﺒﺎﺭﺗﻌﺰﻳﺰ ﺍﻟﺮﻓﺎﻫﻴﺔ ﺗﺪﺧﻼ ًﻭﻗﺎﺉﻴﺎً ﺃﻭﻟﻴﺎً ﻣﻨﺎﺳﺒﺎً ﻟـ‬
‫ﻣﻦﻓﺮﺹ ﺍﻟﻨﺘﺎﺉﺞ ﺍﻹﻳﺠﺎﺑﻴﺔ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‬ ‫‪٪100‬ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻟﺘﻘﻠﻴﻞ ﻣﺨﺎﻃﺮ ﺍﻟﻤﺮﺽ‬
‫ﻟﻠﻤﻮﻇﻔﻴﻦ‪.‬‬ ‫ﻭﺗﻌﺰﻳﺰﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻹﻳﺠﺎﺑﻴﺔ‪ .‬ﻳﻤﻜﻦ ﺍﻋﺘﺒﺎﺭ ﺇﺩﺍﺭﺓ‬
‫ﺍﻟﻤﺨﺎﻃﺮﻣﺒﺎﺩﺭﺓ ﻭﻗﺎﺉﻴﺔ ﺛﺎﻧﻮﻳﺔ ﻟﺘﺤﺪﻳﺪ ﻣﺠﻤﻮﻋﺎﺕ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﺍﻟﻤﻌﺮﺿﻴﻦ ﻟﻠﺨﻄﺮ ﻭﺍﻟﺤﺪ ﻣﻨﻬﺎ‬
‫ﻋﻨﺪﻣﺎﻳﻔﺸﻠﻮﻥ ﻓﻲ ﻣﻨﻊ ﺣﺪﻭﺙ ﻣﺮﺽ ﻣﺮﺗﺒﻂ‬
‫ﺑﺎﻹﺟﻬﺎﺩ ‪،‬ﻳﺠﺐ ﺗﻮﻓﻴﺮ ﺩﻋﻢ ﺍﻟﻤﺮﺽ )ﺍﻟﻮﻗﺎﻳﺔ ﻣﻦ‬
‫ﺍﻟﺪﺭﺟﺔﺍﻟﺜﺎﻟﺜﺔ(‪ .‬ﻫﺬﻩ‬

‫ﺍﻟﺸﻜﻞ‪ :1‬ﻧﻬﺞ ﻧﻤﻮﺫﺝ ﺍﻟﺼﺤﺔ ﺍﻟﻌﺎﻣﺔ ﻟﻠﻮﻗﺎﻳﺔ ﻣﻦ ﺍﻷﻣﺮﺍﺽ‬

‫ﺍﻟﻮﻗﺎﻳﺔﻣﻦ ﺍﻟﺪﺭﺟﺔ ﺍﻟﺜﺎﻟﺜﺔ)ﺇﺩﺍﺭﺓ ﺍﻟﻤﺮﺽ )ﺍﻟﻬﺪﻑ‪:‬‬

‫ﺭﻋﺎﻳﺔﺍﻷﻓﺮﺍﺩ ﺍﻟﻤﺼﺎﺑﻴﻦ ﺑﻤﺮﺽ ﻋﻘﻠﻲ‬

‫ﺍﻟﻮﻗﺎﻳﺔﺍﻟﺜﺎﻧﻮﻳﺔ)ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ(‬
‫ﺍﻟﻬﺪﻑ‪:‬ﺗﺤﺪﻳﺪ ﻋﻮﺍﻣﻞ ﺍﻟﺨﻄﺮ ﻭﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻴﻬﺎ ﻟﺘﺠﻨﺐ ﺍﻟﺘﺼﻌﻴﺪ‬

‫ﺍﻟﻮﻗﺎﻳﺔﺍﻷﻭﻟﻴﺔ)ﺗﻌﺰﻳﺰ ﺍﻟﺮﻓﺎﻫﻴﺔ( ﺍﻟﻬﺪﻑ‪ :‬ﺍﻟﺤﻔﺎﻅ‬

‫ﻋﻠﻰﺻﺤﺔ ﺍﻟﻨﺎﺱ ﻭﺍﻟﻤﺴﺎﻋﺪﺓ ﻋﻠﻰ ﺍﻻﺯﺩﻫﺎﺭ‬

‫ﻣﺒﻜﺮﺍً‪ -‬ﺍﻟﻜﺸﻒ ﻋﻦ ﺍﻟﻤﺮﺽ ‪-health-services/policy/the-10-essential-public-healthoperations/epho5-disease-prevention،-including- 2‬‬ ‫‪8‬‬

‫‪http://www.euro.who.int/en/health-topics/Health-systems/public‬‬

‫|‪8 © People Diagnostix 2020‬‬

 ‫ﺝ‬
‫ﺍ‬
‫ﻥ‬
‫ﻥ‬ ‫ﺍ‬ ‫ﺱ‬
‫ﻙ‬ ‫ﺙ‬
‫ﻥ‬ ‫ﻳﻮ‬
‫ﺹ‬

‫‪02‬‬
‫ﺃﻧﺎ‬ ‫ﺇﻝ‬
‫ﺱ‬
‫ﺗﻲ‬
‫ﻳﻘٌﻴﻢِّ‬
‫ﺍﻟﻤﺨﺎﻃﺮ‬
‫ﺗﻌﺮﻳﻒ‬
‫ﺍﻟﻤﺨﺎﻃﺮ‬ ‫‪01‬‬ ‫ﻙ‬
‫ﺃ‬
‫ﻲ‬
‫ﺗ‬
‫ﺱ‬

‫‪04‬‬
‫ﺃﻧﺎ‬
‫ﺇﺩﺍﺭﺓ‬
‫ﺍﻟﺘﺰﺍﻡ‬ ‫ﻗﺪﺗﺸﻤﻞ ﺍﻻﺳﺘﺸﺎﺭﺓ )ﻣﺜﻞ ﺑﺮﺍﻣﺞ ﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ( ﻭﺇﺩﺍﺭﺓ‬
‫ﺇﻋﺎﺩﺓﺍﻟﻨﻈﺮ‬
‫ﻣﺮﺍﻗﺒﺔ‬ ‫ﺍﻹﺻﺎﺑﺎﺕﻭﺍﻟﻌﻮﺩﺓ ﺇﻟﻰ ﺍﻟﻌﻤﻞ ‪ /‬ﺍﻟﺒﻘﺎء ﻓﻲ ﺍﻟﻌﻤﻞ‪ .‬ﻫﺬﻩ‬
‫ﻣﻘﺎﺳﺎﺕ‬ ‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕﺗﻔﺎﻋﻠﻴﺔ )ﺑﻌﺪ ﺗﻄﻮﺭ ﺍﻟﻤﺮﺽ ‪ /‬ﺍﻹﺻﺎﺑﺔ( ﻭﻣﻨﺎﺳﺒﺔ‬ ‫&‬

‫ﻟﻌﺪﺩﺃﻗﻞ ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻣﻘﺎﺭﻧﺔ ﺑﺘﺪﺧﻼﺕ ﻣﺴﺘﻮﻯ ﺍﻟﻮﻗﺎﻳﺔ‬

‫ﺍﻟﺜﺎﻧﻮﻳﺔﻭﺍﻷﻭﻟﻴﺔ‪.‬‬
‫ﻣﺮﺍﻗﺒﺔ‬
‫ﻣﺨﺎﻃﺮﺓ‬ ‫‪03‬‬

‫ﺝ‬
‫ﺍﻟﻄﺮﻳﻘﺔﺍﻷﻭﻟﻰ‪ :‬ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ‬
‫ﺗﺘﻀﻤﻦﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‬
‫ﺍﻟﺸﻜﻞ‪ :2‬ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ‬ ‫ﺝ‬
‫ﺍﻟﻨﻔﺴﻴﺔﺃﺭﺑﻊ ﺧﻄﻮﺍﺕ‪: 9‬‬
‫ﻛﻤﺎﻳﻮﺿﺢ ﺍﻟﺸﻜﻞ ‪ 2‬ﺃﻋﻼﻩ ‪ ،‬ﺗﺘﻄﻠﺐ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ‬ ‫ﺍ‬
‫ﺗﺤﺪﻳﺪﺍﻟﻤﺨﺎﻃﺮ ‪ -‬ﺍﻛﺘﺸﻒ ﻣﺎ ﻳﻤﻜﻦ ﺃﻥ ﻳﺴﺒﺐ ﺍﻟﻀﺮﺭ ‪ ،‬ﻣﻊ ﺍﻷﺧﺬ ﻓﻲ‬
‫ﺃﻳﻀﺎًﺍﻟﺘﺰﺍﻡ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ‬
‫ﺍﻻﻋﺘﺒﺎﺭﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺍﻟﻤﻌﺘﺮﻑ ﺑﻬﺎ )ﻣﺜﻞ ﻋﺐء‬

‫ﻥ‬
‫ﻣﻤﺜﻠﻲﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ )‪ (HSRs‬ﺇﺫﺍ ﻛﺎﻧﻮﺍ ﻣﻮﺟﻮﺩﻳﻦ‪.‬‬
‫ﺍﻟﺪﻭﺭ ‪،‬ﻭﺿﻮﺡ ﺍﻟﺪﻭﺭ ‪ ،‬ﻭﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺍﻟﻮﻇﻴﻔﺔ(‪.‬‬

‫ﺱ ﻳﻮ‬
‫ﺗﻘﻴﻴﻢﺍﻟﻤﺨﺎﻃﺮ ‪ -‬ﻓﻬﻢ ﻃﺒﻴﻌﺔ ﺍﻟﻀﺮﺭ ﺍﻟﺬﻱ ﻳﻤﻜﻦ ﺃﻥ ﺗﺴﺒﺒﻪ‬
‫ﺍﻟﻤﺨﺎﻃﺮﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ‪ ،‬ﻭﺍﺣﺘﻤﺎﻟﻴﺔ ﺣﺪﻭﺛﻬﺎ ﻭﻣﻘﺪﺍﺭ‬
‫ﻋﻨﺪﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺍﻟﻤﺨﺎﻃﺮ )ﺍﻟﺨﻄﻮﺓ ‪ ، (3‬ﻣﻦ ﺍﻟﻤﻬﻢ ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﺍﻟﻀﺮﺭﺍﻟﺬﻱ ﻳﻤﻜﻦ ﺃﻥ ﻳﺤﺪﺙ‪.‬‬

‫ﺇﻝ‬
‫ﺿﻮﺍﺑﻂﺫﺍﺕ ﺗﺮﺗﻴﺐ ﺃﻋﻠﻰ ﻛﻠﻤﺎ ﺃﻣﻜﻦ ﺫﻟﻚ‪ .‬ﺍﻝ ﺗﻢ ﺗﻄﺒﻴﻖ‬
‫ﺍﻟﺘﺴﻠﺴﻞﺍﻟﻬﺮﻣﻲ ﻟﻠﻀﻮﺍﺑﻂ ﻋﻠﻰ ﺇﺟﻤﺎﻟﻲ ﺻﺤﺔ ﺍﻟﻌﻤﺎﻝ ﻣﻦ‬

‫ﺗﻲ‬
‫ﻗﺒﻞﺍﻟﻤﻌﻬﺪ ﺍﻟﻮﻃﻨﻲ ﻟﻠﺴﻼﻣﺔ ﻭﺍﻟﺼﺤﺔ ﺍﻟﻤﻬﻨﻴﺔ‪10‬ﻳﻘﺪﻡ‬ ‫ﻣﺨﺎﻃﺮﺍﻟﺘﺤﻜﻢ ‪ -‬ﺗﻨﻔﻴﺬ ﺗﺪﺍﺑﻴﺮ ﺍﻟﺮﻗﺎﺑﺔ ﺍﻷﻛﺜﺮ ﻓﺎﻋﻠﻴﺔ ﻭﺍﻟﺘﻲ ﻳﻤﻜﻦ‬

‫ﺃ‬
‫ﻧﻤﻮﺫﺟﺎًﻣﻔﺎﻫﻴﻤﻴﺎً ﻟﺘﺤﺪﻳﺪ ﺃﻭﻟﻮﻳﺎﺕ ﺍﻟﺠﻬﻮﺩ ﺍﻟﻤﺒﺬﻭﻟﺔ‬ ‫ﺗﻄﺒﻴﻘﻬﺎﺑﺸﻜﻞ ﻣﻌﻘﻮﻝ ﻓﻲ ﻫﺬﻩ ﺍﻟﻈﺮﻭﻑ‪.‬‬

‫ﺗﻲ‬
‫ﻟﻠﻨﻬﻮﺽﺑﺴﻼﻣﺔ ﺍﻟﻌﻤﺎﻝ ﻭﺻﺤﺘﻬﻢ ﻭﺭﻓﺎﻫﻬﻢ‪ .‬ﻳﺘﻢ ﺗﻘﺪﻳﻢ‬
‫ﺍﻟﻀﻮﺍﺑﻂﻭﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺑﺘﺮﺗﻴﺐ ﺗﻨﺎﺯﻟﻲ ﻟﻠﻔﻌﺎﻟﻴﺔ ﻭﺍﻟﺤﻤﺎﻳﺔ‬ ‫ﻣﺮﺍﺟﻌﺔﺍﻟﻤﺨﺎﻃﺮ ﻭﺗﺪﺍﺑﻴﺮ ﺍﻟﺘﺤﻜﻢ ﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺃﻧﻬﺎ ﺗﻌﻤﻞ ﻛﻤﺎ‬
‫ﺍﻟﻤﺘﻮﻗﻌﺔ‪.‬‬ ‫ﻫﻮﻣﺨﻄﻂ ﻟﻬﺎ‪.‬‬ ‫ﺃﻧﺎ‬
‫ﺍ‬
‫ﻥ‬
‫ﺇ‬
‫ﻝ‬

‫ﺍﻟﺸﻜﻞ‪ :3‬ﺍﻟﺘﺴﻠﺴﻞ ﺍﻟﻬﺮﻣﻲ ﻟﻠﻀﻮﺍﺑﻂ ﺍﻟﻤﻄﺒﻘﺔ ﻋﻠﻰ ﺇﺟﻤﺎﻟﻲ ﺻﺤﺔ ﺍﻟﻌﻤﺎﻝ )‪(NIOSH‬‬
‫ﻳﻮ‬
‫ﺱ‬

‫ﺍﻟﻘﻀﺎءﻋﻠﻰ ﻇﺮﻭﻑ ﺍﻟﻌﻤﻞ‬

‫ﺍﻟﺘﻲﺗﻬﺪﺩ ﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻘﻀﺎء‬
‫ﻥ‬

‫ﻭﺍﻟﺮﻓﺎﻫﻴﺔ‬
‫ﺍ‬

‫ﺍﺳﺘﺒﺪﺍﻝﺍﻟﺴﻴﺎﺳﺎﺕ ﻭﺍﻟﺒﺮﺍﻣﺞ‬
‫ﺍﺳﺘﺒﺪﻝ‬
‫ﺝ‬

‫ﻥ‬
‫ﻭﺍﻟﻤﻤﺎﺭﺳﺎﺕﺍﻟﻤﻌﺰﺯﺓ ﻟﻠﺼﺤﺔ‬
‫ﺍ‬
‫ﺗ ﺃﻧﺎ‬

‫ﺇﻋﺎﺩﺓﺗﺼﻤﻴﻢ ﺑﻴﺉﺔ ﺍﻟﻌﻤﻞ ﻣﻦ‬

‫ﻲ‬

‫ﺃﺟﻞﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺼﺤﺔ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ‬ ‫ﺇﻋﺎﺩﺓﺍﻟﺘﺼﻤﻴﻢ‬

‫ﺃ‬

‫ﻲ‬
‫ﺗ‬

‫ﺇﻝ‬

‫ﺗﻌﻠﻴﻢ‬
‫ﻳﻮ‬

‫ﺗﺜﻘﻴﻒﻣﻦ ﺃﺟﻞ ﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺼﺤﺔ‬

‫ﺱ‬

‫ﻥ‬

‫ﺍ‬

‫ﺝ‬

‫ﺷﺠﻊﺍﻟﺘﻐﻴﻴﺮ ﺍﻟﺸﺨﺼﻲ‬ ‫ﺍﻟﺘﺸﺠﻴﻊ‬

‫‪10 https://bmcpsychiatry.biomedcentral.com/articles/10.1186/1471-244X-14-1319‬‬
‫‪https://www.cdc.gov/niosh/twh/letsgetstarted.html‬‬

‫‪|© People Diagnostix 20209‬‬

 ‫ﻳﺴﺎﻋﺪ‪ FlourishDx‬ﺃﺻﺤﺎﺏ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﻣﺘﺎﺑﻌﺔ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ‬
‫ﻟﺘﺤﺪﻳﺪﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻭﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﺣﺪﺗﻬﺎ‪ .‬ﺗﺤﺘﻮﻱ‬
‫ﺍﻟﻤﻨﺼﺔﻋﻠﻰ "ﺍﺳﺘﺒﻴﺎﻥ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ" ‪ ،‬ﻭﻫﻮ ﻋﺒﺎﺭﺓ ﻋﻦ ﻣﺠﻤﻮﻋﺔ ﻗﺼﻴﺮﺓ‬
‫ﻣﻦﻣﻘﺎﻳﻴﺲ ﺍﻻﺳﺘﺒﻴﺎﻥ )‪ 86‬ﻋﻨﺼﺮﺍً ﻣﺘﻌﺪﺩ ﺍﻟﺨﻴﺎﺭﺍﺕ( ﻟﺘﻘﻴﻴﻢ ﺗﺼﻮﺭﺍﺕ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﻟﻠﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﺍﻟﺸﺎﺉﻌﺔ‪.‬‬

‫ﺑﻤﺎﻳﺘﻔﻖ ﻣﻊ ﺃﻓﻀﻞ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ‪ ،‬ﻭﻧﻬﺞ ﻣﺘﻜﺎﻣﻞ ﻟﻠﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻓﻲ ﻣﻜﺎﻥ‬

‫ﺍﻟﻌﻤﻞ‪ 9‬ﻳﻘﻮﻡ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﺃﻳﻀﺎً ﺑﺘﻘﻴﻴﻢ ﺍﻟﺨﺼﺎﺉﺺ ﺍﻹﻳﺠﺎﺑﻴﺔ ﻟﻠﻌﻤﻞ‬
‫ﺍﻟﺘﻲﺗﻌﺰﺯ ﺍﻻﺯﺩﻫﺎﺭ ‪ ،‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﺘﻲ ﻳﺘﺨﺬﻫﺎ ﺻﺎﺣﺐ ﺍﻟﻌﻤﻞ‬
‫ﻟﻠﺘﺨﻔﻴﻒﻣﻦ ﺍﻟﻤﺮﺽ‪.‬‬

‫ﺍﻟﺘﺸﺎﻭﺭﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺃﺛﻨﺎء ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺗﺤﺪﻳﺪ‬

‫ﺍﻟﻤﺨﺎﻃﺮ ‪،‬ﻫﻮ ﻣﻄﻠﺐ ﻗﺎﻧﻮﻧﻲ ‪ .WHS‬ﻳﺴﻬﻞ ﻣﺴﺢ ‪Work Design‬‬
‫‪ FlourishDx‬ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ﻭﻋﺒﺮ ﻣﺠﻤﻮﻋﺎﺕ ﺍﻟﻌﻤﻞ‬
‫ﺍﻟﻤﺘﻨﻮﻋﺔﺟﻐﺮﺍﻓﻴﺎً‪.‬‬

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‫|‪10 © People Diagnostix 2020‬‬
 ‫ﻋﺎﺩﺓﻣﺎ ﻳﺮﻛﺰ ﺗﻌﺰﻳﺰ ﺍﻟﺼﺤﺔ ﻓﻲ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺍﻟﺴﻴﺎﺳﺎﺕ‬ ‫ﺍﻟﻄﺮﻳﻘﺔﺍﻟﺜﺎﻧﻴﺔ‪ :‬ﺗﻌﺰﻳﺰ ﺍﻟﺼﺤﺔ‬
‫ﻭﺍﻟﺘﻌﻠﻴﻢﻭﺑﺮﺍﻣﺞ ﺗﻐﻴﻴﺮ ﺍﻟﺴﻠﻮﻙ ﻟﺘﻌﺰﻳﺰ ﺗﻄﻮﻳﺮ ﻫﺬﻩ ﺍﻟﺮﻛﺎﺉﺰ‬
‫ﺍﻟﺨﻤﺲ‪.‬‬ ‫ﺗﻌﺰﻳﺰﺍﻟﺼﺤﺔ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﻳﺪﻭﺭ ﺣﻮﻝ ﺗﻌﺰﻳﺰ ﺳﻴﺎﺳﺎﺕ ﻣﻜﺎﻥ‬
‫ﺍﻟﻌﻤﻞﺍﻟﺼﺤﻴﺔ ﻭﺍﻟﺒﻴﺉﺎﺕ ﺍﻟﺪﺍﻋﻤﺔ ‪ ،‬ﻭﺗﻌﺰﻳﺰ ﺍﻟﻈﺮﻭﻑ‬
‫ﺍﻻﺟﺘﻤﺎﻋﻴﺔﺍﻹﻳﺠﺎﺑﻴﺔ ‪ ،‬ﻭﺑﻨﺎء ﺍﻟﻤﻬﺎﺭﺍﺕ ﺍﻟﺸﺨﺼﻴﺔ ﻭﺗﻌﺰﻳﺰ ﺃﻧﻤﺎﻁ‬
‫ﻣﺎﺭﺗﻦﺳﻴﻠﻴﺠﻤﺎﻥ )ﻳﺸﺎﺭ ﺇﻟﻴﻪ ﻏﺎﻟﺒﺎً ﺑﺎﺳﻢ ﺍﻷﺏ ﺍﻟﺮﻭﺣﻲ‬
‫ﺍﻟﺤﻴﺎﺓﺍﻟﺼﺤﻴﺔ‪ .11‬ﻳﺮﻛﺰ ﺗﻌﺰﻳﺰ ﺍﻟﺼﺤﺔ ﺍﻟﺒﺪﻧﻴﺔ ﻓﻲ ﺍﻟﻌﻤﻞ ﻋﺎﺩﺓ ً‬
‫ﻟﻌﻠﻢﺍﻟﻨﻔﺲ ﺍﻹﻳﺠﺎﺑﻲ ‪ -‬ﻓﺮﻉ ﻋﻠﻢ ﺍﻟﻨﻔﺲ ﺍﻟﻤﻌﻨﻲ ﺑﺎﻟﺮﻓﺎﻫﻴﺔ‬
‫ﻋﻠﻰﺍﻟﺮﻛﺎﺉﺰ ﺍﻟﺨﻤﺲ ﻟﻠﺼﺤﺔ ﺍﻟﺠﻴﺪﺓ ‪ ،‬ﻭﻏﺎﻟﺒﺎً ﻣﺎ ﻳﺘﻢ ﺍﺧﺘﺼﺎﺭﻫﺎ‬
‫( ‪ ،‬ﺣﺪﺩ ﺧﻤﺲ ﺭﻛﺎﺉﺰ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ‪ ،‬ﻭﻏﺎﻟﺒﺎً ﻣﺎ ﻳﺘﻢ‬
‫ﺑﺎﻻﺧﺘﺼﺎﺭ"‪:"SNAPS‬‬
‫ﺍﺧﺘﺼﺎﺭﻫﺎﺑﺎﻻﺧﺘﺼﺎﺭﺑﻴﺮﻣﺎ‪: 12‬‬

‫ﺍﻹﻗﻼﻉﻋﻦ ﺍﻟﺘﺪﺧﻴﻦ‬
‫ﺍﻟﻤﺸﺎﻋﺮﺍﻻﻳﺠﺎﺑﻴﺔ‬
‫ﺗﻐَﺬﻳِﺔَ‬
‫ﺍﻟﻤﺸﺎﺭﻛﺔ)ﺍﻟﺘﺪﻓﻖ(‬
‫ﺍﺳﺘﻬﻼﻙﺍﻟﻜﺤﻮﻝ‬
‫ﻋﻼﻗﺎﺕﺇﻳﺠﺎﺑﻴﺔ‬
‫ﺍﻟﻨﺸﺎﻁﺍﻟﺒﺪﻧﻲ‬
‫ﺍﻟﻤﻐﺰﻯ‬
‫ﻧﺎﻳﻢ‬
‫ﺇﻧﺠﺎﺯ‬
‫ﻟﺘﻌﺰﻳﺰﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﺍﻹﻳﺠﺎﺑﻴﺔ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ‪ ،‬ﻳﺠﺐ ﻋﻠﻰ‬
‫ﺃﺻﺤﺎﺏﺍﻟﻌﻤﻞ ﺗﻘﺪﻳﻢ ﺳﻴﺎﺳﺎﺕ ﻭﺑﺮﺍﻣﺞ ﺗﻌﻠﻴﻤﻴﺔ ﻭﺗﻐﻴﻴﺮ‬
‫ﺍﻟﺴﻠﻮﻙﺗﻬﺪﻑ ﺇﻟﻰ ﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻋﻠﻰ ﺗﻄﻮﻳﺮ ﻫﺬﻩ‬
‫ﺍﻟﺮﻛﺎﺉﺰ‪.‬‬

‫ﻣﻦﺃﻳﻦ ﺃﺑﺪﺍ؟‬
‫ﺗﺰﺩﻫﺮ ﻳﺤﺘﻮﻱ ﻋﻠﻰ "ﻣﺴﺢ ﺍﻻﺯﺩﻫﺎﺭ"‪ .‬ﺇﻧﻪ ﻣﺴﺢ ﻗﺼﻴﺮ‬
‫ﻟﺘﻘﻴﻴﻢﺍﻟﺪﺭﺟﺔ ﺍﻟﺘﻲ ﻃﻮﺭ ﺑﻬﺎ ﺍﻷﻓﺮﺍﺩ ‪ .PERMA‬ﻳﻤﻜﻦ‬
‫ﺍﺳﺘﺨﺪﺍﻡﻫﺬﺍ ﻛﺘﺤﻠﻴﻞ ﻟﻼﺣﺘﻴﺎﺟﺎﺕ ﻟﺘﺤﺪﻳﺪ ﺃﻭﻟﻮﻳﺎﺕ‬
‫ﺍﻟﺘﺪﺧﻞﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻔﺮﺩ ﺃﻭ ﺍﻟﻤﺠﻤﻮﻋﺔ‪ .‬ﻋﻠﻰ ﻣﺴﺘﻮﻯ‬
‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ ‪ ،‬ﺗﻌﺪ ﻧﺘﺎﺉﺞ ﻣﺴﺢ ‪ Flourish‬ﻣﺆﺷﺮﺍً‬
‫ﺭﺉﻴﺴﻴﺎًﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺣﻴﺚ ﺛﺒﺖ ﺃﻥ ﺍﻷﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ‬
‫ﻟﺪﻳﻬﻢ‪ PERMA‬ﻣﺘﻄﻮﺭ ﺑﺸﻜﻞ ﺟﻴﺪ ﻫﻢ ﺃﻗﻞ ﻋﺮﺿﺔ‬
‫ﻟﻺﺻﺎﺑﺔﺑﺎﻟﻤﺮﺽ ﻭﺃﻛﺜﺮ ﻋﺮﺿﺔ ﻟﻼﺯﺩﻫﺎﺭ‪.‬‬

‫‪12 http://www.healthierwork.act.gov.au/wp-content/uploads/2015/01/Guide-to-Promoting-Health-and-Wellbeing-in-the-Workplace-2016.pdf11‬‬
‫‪https://www.authentichappiness.sas.upenn.edu/learn‬‬

‫‪|© People Diagnostix 202011‬‬

 ‫‪FLOURISHDX‬‬ ‫‪4‬‬
‫ﻧﻤﻮﺫﺝ‬

‫ﻧﻤﻮﺫﺝ‪ FlourishDx‬ﻫﻮ ﻣﻠﺨﺺ ﻟﻜﻴﻔﻴﺔ ﻋﻤﻞ ﺃﺭﺑﺎﺏ ﺍﻟﻌﻤﻞ ﻭﺍﻟﻤﻮﻇﻔﻴﻦ ﻣﻌﺎً ﻟﺘﺤﻘﻴﻖ ﻧﺘﺎﺉﺞ ﺇﻳﺠﺎﺑﻴﺔ ﻟﻠﺼﺤﺔ‬
‫ﺍﻟﻌﻘﻠﻴﺔﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‪ .‬ﻭﻫﻲ ﺗﺘﻤﺎﺷﻰ ﻣﻊ ﻭﺍﺟﺐ ﺍﻟﺘﺰﺍﻣﺎﺕ ﺍﻟﺮﻋﺎﻳﺔ ﺍﻟﺘﻲ ﺗﺤﺪﺩ ﺍﻟﻤﺴﺆﻭﻟﻴﺔ ﺍﻟﻤﺸﺘﺮﻛﺔ ﻋﻦ‬
‫ﺍﻟﺼﺤﺔﻭﺍﻟﺴﻼﻣﺔ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‪.‬‬

‫ﺍﻟﻤﺴﺆﻭﻟﻴﺔﻋﻦ ﺭﻓﺎﻫﻴﺘﻬﻢ‪ .‬ﻳﻮﺿﺢ ﻧﻤﻮﺫﺝ ‪) PERMA‬‬ ‫ﻭﻓﻘﺎًﻟﻨﻤﻮﺫﺝ ‪) FlourishDx‬ﺍﻟﺸﻜﻞ ‪ ، (4‬ﻳﺘﺤﻤﻞ‬

‫ﺍﻟﻤﻮﺻﻮﻑﺑﻤﺰﻳﺪ ﻣﻦ ﺍﻟﺘﻔﺼﻴﻞ ﻓﻲ ﺍﻟﻘﺴﻢ ﺍﻟﺴﺎﺑﻖ(‬
‫ﺧﻤﺴﺔﻣﺠﺎﻻﺕ ﻳﺘﺤﻜﻢ ﻓﻴﻬﺎ ﺍﻷﻓﺮﺍﺩ ﻣﻦ ﺃﺟﻞ ﺍﻟﻮﻗﺎﻳﺔ‬
‫ﻣﻦﺍﻟﻤﺮﺽ ﻭﺯﻳﺎﺩﺓ ﺍﻟﻤﺮﻭﻧﺔ ﻭﺗﺤﺴﻴﻦ ﺍﻟﺮﻓﺎﻫﻴﺔ‪.‬‬
‫ﻳﺮﺗﺒﻂﺍﻟﻨﻮﻡ ﺃﻳﻀﺎً ﺍﺭﺗﺒﺎﻃﺎً ﻭﺛﻴﻘﺎً ﺑﺎﻟﺮﻓﺎﻫﻴﺔ ‪ ،‬ﻟﺬﻟﻚ ﺗﻢ‬
‫ﺗﻀﻤﻴﻨﻪﺃﻳﻀﺎً ﻓﻲ ﻧﻤﻮﺫﺝ ‪ .FlourishDx‬ﻳﻤﻜﻦ‬
‫ﻷﺻﺤﺎﺏﺍﻟﻌﻤﻞ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻭﺗﻮﻓﻴﺮ ﺍﻟﻔﺮﺹ‬
‫ﻟﻠﻤﻮﻇﻔﻴﻦﻟﺘﻄﻮﻳﺮ ﻫﺬﻩ ﺍﻟﺮﻛﺎﺉﺰ ‪ ،‬ﻭﻟﻜﻦ ﻫﺬﻩ ﻓﻲ‬
‫ﻧﻬﺎﻳﺔﺍﻟﻤﻄﺎﻑ ﻣﺴﺆﻭﻟﻴﺔ ﺍﻟﻔﺮﺩ‪.‬‬
‫ﺃﺭﺑﺎﺏﺍﻟﻌﻤﻞ ﻣﺴﺆﻭﻟﻴﺔ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﻳﻤﻜﻦ‬
‫ﺃﻥﻳﺆﺛﺮ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻒ )ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ‬
‫ﻣﻨﻊﺍﻟﻀﺮﺭ ‪ ،‬ﻭﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺍﻟﺬﻳﻦ ﻳﺼﺎﺑﻮﻥ‬
‫ﺑﺎﻟﻀﻴﻖﺃﻭ ﻳﺼﺎﺑﻮﻥ ﺑﺈﺻﺎﺑﺔ ﻧﻔﺴﻴﺔ ‪ ،‬ﻭﺗﻌﺰﻳﺰ‬
‫ﺍﻟﻌﻨﺎﺻﺮﺍﻹﻳﺠﺎﺑﻴﺔ ﻟﻠﻌﻤﻞ ﺍﻟﻤﻌﺮﻭﻑ ﻣﺴﺎﻋﺪﺓ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﻋﻠﻰ ﺍﻻﺯﺩﻫﺎﺭ(‪.‬‬
‫ﺑﺼﺮﻑﺍﻟﻨﻈﺮ ﻋﻦ ﺍﻟﺘﺰﺍﻣﻬﻢ ﺑﺎﻻﻣﺘﺜﺎﻝ ﻟﻤﻤﺎﺭﺳﺎﺕ‬
‫ﺍﻟﺼﺤﺔﻭﺍﻟﺴﻼﻣﺔ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﻟﺘﻘﻠﻴﻞ ﺍﻟﻀﺮﺭ ‪،‬‬
‫ﻳﻤﻜﻦﻟﻠﻤﻮﻇﻔﻴﻦ ﺃﻳﻀﺎً ﺍﺗﺨﺎﺫﻫﺎ‬

‫ﺍﻟﺸﻜﻞ‪ :4‬ﻧﻤﻮﺫﺝ ‪FlourishDx‬‬

‫ﻣﺴﺆﻭﻟﻴﺔﺻﺎﺣﺐ ﺍﻟﻌﻤﻞ‬

‫ﻣﺴﺆﻭﻟﻴﺔﺍﻟﻤﻮﻇﻒ‬

‫|‪12 © People Diagnostix 2020‬‬

|© People Diagnostix 202013
 ‫ﺍﺣﺼﻞﻋﻠﻰ ﺍﻟﻘﻴﺎﺩﺓ‬
‫ﺍﻟﺪﻋﻢﻝ‬

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‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ‬
‫ﻧﻔﺴﻲ‬
‫ﺍﻟﺼﺤﺔﻭ ﺍﻟﺴﻼﻣﺔ‬

‫ﻳﻌﺪﻭﺟﻮﺩ ﺍﻟﻘﻴﺎﺩﺓ ﻋﻠﻰ ﻣﺘﻦ ﺍﻟﻄﺎﺉﺮﺓ ﺃﻣﺮﺍً ﺿﺮﻭﺭﻳﺎً ﻣﻦ ﺃﺟﻞ ﺗﺨﺼﻴﺺ ﺍﻟﻮﻗﺖ ﻭﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻀﺮﻭﺭﻳﺔ ﺍﻷﺧﺮﻯ‬
‫ﺍﻟﻼﺯﻣﺔﻹﻧﺸﺎء ﻣﻜﺎﻥ ﻋﻤﻞ ﺻﺤﻲ ﻭﺁﻣﻦ ﻧﻔﺴﻴﺎ‪ ً.‬ﻣﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻳﻀﺎً ﺃﻥ ﻳﺸﺎﺭﻙ ﺍﻟﻤﻮﻇﻔﻮﻥ ﻓﻲ ﺍﻟﻤﺒﺎﺩﺭﺍﺕ ﺇﺫﺍ‬
‫ﺭﺃﻭﺍﺃﻥ ﻗﺎﺩﺗﻬﻢ ﻭﻣﺪﻳﺮﻳﻬﻢ ﻭﻣﺪﻳﺮﻳﻬﻢ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﻣﻠﺘﺰﻣﻮﻥ ﺑﻔﻬﻢ ﺍﻟﺮﻓﺎﻫﻴﺔ ﻭﺗﺤﺴﻴﻨﻬﺎ‪.‬‬

‫ﻋﻨﺪﺑﻨﺎء ﺣﺎﻟﺔ ﺍﻟﻌﻤﻞ ﺍﻟﺨﺎﺻﺔ ﺑﻚ ‪ ،‬ﻳﻤﻜﻦ ﺗﻌﺰﻳﺰﻫﺎ‬
‫ﻣﻦﺧﻼﻝ ﺭﺑﻂ ﺍﻷﺩﻟﺔ ﺑﺎﻟﻘﻴﻢ ﺍﻟﺤﺎﻟﻴﺔ ﻟﻤﺆﺳﺴﺘﻚ‬
‫ﻭﺍﻷﻭﻟﻮﻳﺎﺕﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﻭﻣﺆﺷﺮﺍﺕ ﺍﻷﺩﺍء‬
‫ﺍﻟﺮﺉﻴﺴﻴﺔ)‪.(KPIs‬‬
‫ﻗﺪﺗﺮﻏﺐ ﻓﻲ ﺍﻹﺷﺎﺭﺓ ﺇﻟﻰ ﺍﻟﻨﻘﻄﺔ ﺍﻟﺴﺎﺑﻘﺔ ‪" ،‬ﻣﺎ‬
‫ﺳﺒﺐﺃﻫﻤﻴﺔ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ ﺍﻟﻨﻔﺴﻴﺔ؟"‬
‫ﻟﻤﺴﺎﻋﺪﺗﻚﻓﻲ ﺗﻮﺿﻴﺢ ﺣﺠﺘﻚ ﻟﺼﻨﺎﻉ ﺍﻟﻘﺮﺍﺭ‪ .‬ﺗﺄﻛﺪ‬
‫ﻣﻦﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺃﺭﻗﺎﻡ ﻣﺤﻠﻴﺔ )ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕﻣﻦ ﺷﺮﻛﺘﻚ ﺍﻟﺨﺎﺻﺔ ﺇﺫﺍ ﻛﺎﻧﺖ ﻣﺘﻮﻓﺮﺓ(‬
‫ﻟﺪﻋﻢﺍﻟﺤﺠﺞ ﺣﻮﻝ ﺍﻷﺳﺒﺎﺏ ﺍﻟﻘﺎﻧﻮﻧﻴﺔ ﻭﺍﻹﻧﺘﺎﺟﻴﺔ‬
‫ﻭﺻﺎﺣﺐﺍﻟﻌﻤﻞ ﺍﻟﻤﺨﺘﺎﺭ ﻭﺍﻷﺳﺒﺎﺏ ﺍﻷﺧﻼﻗﻴﺔ‬
‫ﻹﻧﺸﺎءﻣﻜﺎﻥ ﻋﻤﻞ ﺻﺤﻲ ﻭﺁﻣﻦ ﻧﻔﺴﻴﺎ‪ً.‬‬
‫ﺍﻝﺍﺯﺩﻫﺮ ﻓﻲ ﺍﻟﻌﻤﻞ‪13‬ﻣﻮﻗﻊ ﺍﻟﻮﻳﺐ ﺍﻟﺨﺎﺹ ﺑﻤﻌﻬﺪ‬
‫‪ Future of Work‬ﻓﻲ ﺟﺎﻣﻌﺔ ‪ Curtin‬ﻟﺪﻳﻪ ﺃﺩﺍﺓ‬
‫ﺟﻴﺪﺓﺟﺪﺍً ﻹﻧﺸﺎء ﺩﺭﺍﺳﺔ ﺍﻟﺠﺪﻭﻯ ﻣﻊ ﺃﺩﻟﺔ ﻭﺑﻴﺎﻧﺎﺕ‬
‫ﻭﺭﺍء‪ 10‬ﺃﺳﺒﺎﺏ ﻣﺨﺘﻠﻔﺔ ﻟﻤﻌﺎﻟﺠﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻓﻲ‬
‫ﺍﻟﻌﻤﻞ‪.‬ﻳﻤﻜﻦ ﺍﺳﺘﺒﺪﺍﻝ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺨﺎﺻﺔ ﺑﺄﺳﺘﺮﺍﻟﻴﺎ‬
‫ﺑﺎﻟﺒﻴﺎﻧﺎﺕﺍﻟﻤﺤﻠﻴﺔ ﻣﻦ ﻣﻨﻄﻘﺘﻚ ‪ /‬ﺑﻠﺪﻙ‪.‬‬
‫ﺳﻮﻑﻳﻔﻬﻢ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺃﺭﺑﺎﺏ ﺍﻟﻌﻤﻞ ﺑﺎﻟﻔﻌﻞ ﻓﻮﺍﺉﺪ‬
‫ﺍﻟﺤﻔﺎﻅﻋﻠﻰ ﻣﺴﺘﻮﻳﺎﺕ ﺟﻴﺪﺓ ﻣﻦ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‬
‫ﻟﻠﻤﻮﻇﻔﻴﻦ‪.‬ﻭﻣﻊ ﺫﻟﻚ ‪ ،‬ﻓﺈﻥ ﻣﺒﺎﺩﺭﺍﺕ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‬
‫ﺍﻟﺸﺎﺉﻌﺔﻟﻤﻌﺎﻟﺠﺔ ﻫﺬﺍ ﺍﻷﻣﺮ ﻋﺎﺩﺓ ﻣﺎ ﺗﻜﻮﻥ ﺫﺍﺕ‬
‫ﻃﺒﻴﻌﺔﺗﻔﺎﻋﻠﻴﺔ ‪ -‬ﺗﺪﻋﻢ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺍﻟﻤﺼﺎﺑﻴﻦ ‪/‬‬
‫ﺍﻟﻤﻨﻜﻮﺑﻴﻦﻣﻦ ﺧﻼﻝ ﺗﻮﻓﻴﺮ ﺍﻟﺨﺪﻣﺎﺕ ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ‬
‫‪) EAPs‬ﺑﺮﺍﻣﺞ ﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ(‪ .‬ﻫﻨﺎﻙ ﺣﺎﺟﺔ‬
‫ﻟﻠﻤﺆﺳﺴﺎﺕﻟﻼﻧﺘﻘﺎﻝ ﺇﻟﻰ ﻧﻬﺞ ﺍﺳﺘﺮﺍﺗﻴﺠﻲ ﻭﻭﻗﺎﺉﻲ‬
‫ﻟﻠﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ‪.‬‬
‫ﺑﻨﺎءﺩﺭﺍﺳﺔ ﺍﻟﺠﺪﻭﻯ‬
‫ﺇﺫﺍﻟﻢ ﻳﻜﻦ ﺍﻟﻘﺎﺩﺓ ﻓﻲ ﻣﻜﺎﻥ ﻋﻤﻠﻚ ﻋﻠﻰ ﻃﺮﻳﻖ‬
‫ﺍﻟﻮﻗﺎﻳﺔﻣﻦ ﺍﻹﺻﺎﺑﺎﺕ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺗﻌﺰﻳﺰ ﺍﻟﺮﻓﺎﻫﻴﺔ ‪،‬‬
‫ﻓﺴﺘﺤﺘﺎﺝﺇﻟﻰ ﺇﻗﻨﺎﻋﻬﻢ ﺑﻬﺬﻩ ﺍﻟﺤﺎﺟﺔ‪ .‬ﻗﺪ ﻳﺴﺎﻋﺪ‬
‫ﺇﻧﺸﺎءﺩﺭﺍﺳﺔ ﺍﻟﺠﺪﻭﻯ ﺍﻟﺘﻲ ﺗﺤﺪﺩ ﺃﺳﺒﺎﺏ ﺇﺟﺮﺍء ﻫﺬﺍ‬
‫ﺍﻟﺘﺤﻮﻝ ‪،‬ﻭﺍﻟﻔﻮﺍﺉﺪ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺗﻮﻗﻌﻬﺎ ‪ ،‬ﻓﻲ ﻫﺬﻩ‬
‫ﺍﻟﻌﻤﻠﻴﺔ‪.‬‬

‫‪https://www.thriveatwork.org.au/resources/business-case/compliance/13‬‬

‫|‪14 © People Diagnostix 2020‬‬

 ‫ﻣﻈﺎﻫﺮﺓﺩﻋﻢ ﺍﻟﻘﻴﺎﺩﺓ‬

‫ﺳﺘﻌﺮﻑﺃﻥ ﺍﻟﻘﺎﺩﺓ ﺍﻟﺘﻨﻈﻴﻤﻴﻴﻦ ﻳﺪﻋﻤﻮﻥ ﻣﺒﺎﺩﺭﺍﺕ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‬

‫ﻭﺍﻟﺮﻓﺎﻫﻴﺔﺍﻟﻨﻔﺴﻴﺔ ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﻟﺪﻳﻬﻢ‪:‬‬

‫ﺃﺑﻠﻐﺖﺍﻟﻤﻮﻇﻔﻴﻦ ﺑﻬﺬﺍ ﻣﺒﺎﺷﺮﺓ )ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ ﻓﻲ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﻭﺇﻋﻼﻧﺎﺕ‬

‫ﺍﻟﺒﺮﻳﺪﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﻭﻣﻘﺎﻃﻊ ﺍﻟﻔﻴﺪﻳﻮ(‪.‬‬

‫ﺇﺩﺭﺍﺝﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻒ ﻭﺭﻓﺎﻫﻴﺘﻪ ﺿﻤﻦ ﺍﻟﻘﻴﻢ ﻭﺍﻷﻭﻟﻮﻳﺎﺕ‬

‫ﺍﻹﺳﺘﺮﺍﺗﻴﺠﻴﺔﻟﻠﻤﻨﻈﻤﺔ‪.‬‬

‫ﺗﻀﻤﻴﻦﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ ﻭﺭﻓﺎﻫﻬﻢ ﻓﻲ ﺳﺠﻼﺕ ﺍﻟﺴﻴﺎﺳﺔ‬

‫ﻭﺍﻟﻤﺨﺎﻃﺮ)ﺍﻟﻤﺰﻳﺪ ﺣﻮﻝ ﻫﺬﺍ ﻻﺣﻘﺎً(‪.‬‬

‫ﺷﺎﺭﻛﻮﺍﻓﻲ ﻣﺠﻤﻮﻋﺎﺕ ‪ /‬ﻟﺠﺎﻥ ﻋﻤﻞ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ‪.‬‬

‫ﺍﻟﻤﻴﺰﺍﻧﻴﺔﺍﻟﻤﺨﺼﺼﺔ ﻟﻤﺒﺎﺩﺭﺍﺕ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ‪.‬‬

‫ﺍﻟﻮﻗﺖﺍﻟﻤﺘﺎﺡ ﻟﻠﻤﻮﻇﻔﻴﻦ ﻟﻠﻤﺸﺎﺭﻛﺔ ﻓﻲ ﻣﺠﻤﻮﻋﺎﺕ ﺍﻟﻌﻤﻞ ‪،‬‬

‫ﻭﺣﻀﻮﺭﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻟﻤﺸﺎﺭﻛﺔ ﻛﺄﺑﻄﺎﻝ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‪.‬‬

‫‪|© People Diagnostix 202015‬‬

 ‫ﺗﺤﺪﻳﺪﺍﻟﻔﺠﻮﺍﺕ ﻭ‬
‫ﺻﺎﻍﻝ‬

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‫ﺍﻟﻘﻴﺎﺩﺓﻛﻴﻒ‬
‫ﻋﻠﺒﺔ‪FLOURISHDX‬‬
‫ﺳﺎﻋﺪﺷﺮﻛﺘﻚ‬

‫ﻫﻨﺎﻙﺷﻌﻮﺭ ﺷﺎﺉﻊ ﻟﺪﻯ ﺍﻟﻘﺎﺩﺓ ﺍﻟﺘﻨﻈﻴﻤﻴﻴﻦ ﻫﻮ ﺃﻥ ﻫﻨﺎﻙ ﺑﺎﻟﻔﻌﻞ ﻋﺪﺩﺍً ﻣﻦ ﺍﻟﻤﺒﺎﺩﺭﺍﺕ ﺍﻟﻤﻄﺒﻘﺔ ﻟﺪﻋﻢ ﺍﻟﺼﺤﺔ‬
‫ﺍﻟﻌﻘﻠﻴﺔﻭﺭﻓﺎﻫﻴﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ‪ .‬ﺗﺸﻤﻞ ﺍﻟﻤﺒﺎﺩﺭﺍﺕ ﺍﻟﻤﺸﺘﺮﻛﺔ ﺗﻮﻓﻴﺮ ﺑﺮﻧﺎﻣﺞ ﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻒ )‪ ، (EAP‬ﻭﺍﻟﺘﺪﺭﻳﺐ‬
‫ﻋﻠﻰﺍﻹﺳﻌﺎﻓﺎﺕ ﺍﻷﻭﻟﻴﺔ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ‪ ،‬ﻭ "ﺍﻟﻐﺪﺍء ﻭﺍﻟﺘﻌﻠﻢ" ﺍﻟﻌﺮﺿﻲ ﺍﻟﺬﻱ ﻗﺪ ﻳﺘﺰﺍﻣﻦ ﻣﻊ ﻣﻮﺍﻋﻴﺪ ﺗﻌﺰﻳﺰ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ ﻓﻲ ﺍﻟﺘﻘﻮﻳﻢ‪.‬‬

‫ﻓﻲﺣﻴﻦ ﺃﻥ ﻛﻞ ﻫﺬﻩ ﺍﻟﻤﺒﺎﺩﺭﺍﺕ ﺟﺪﻳﺮﺓ ﺑﺎﻻﻫﺘﻤﺎﻡ ‪ ،‬ﺇﻻ ﺃﻧﻬﺎ‬

‫ﺗﺤﺘﺎﺝﺇﻟﻰ ﺃﻥ ﺗﻜﻮﻥ ﺟﺰءﺍً ﻣﻦ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ‬
‫ﻧﻬﺞﻟﻠﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻻ ﻳﻐﻄﻲ ﻓﻘﻂ‬
‫ﺍﻟﺘﺨﻔﻴﻒﻣﻦ ﺍﻟﻤﺮﺽ ﻭﻟﻜﻦ ﺃﻳﻀﺎً ﻳﻀﺮ ﺑﺎﻟﻮﻗﺎﻳﺔ‬
‫ﻭﺗﻌﺰﻳﺰﺍﻟﺮﻓﺎﻫﻴﺔ ‪ /‬ﺍﻻﺯﺩﻫﺎﺭ )ﺍﻧﻈﺮ ﻋﻠﻰ ﺳﺒﻴﻞ‬
‫ﺍﻟﻤﺜﺎﻝﻧﻤﻮﺫﺝ ﻣﺘﻜﺎﻣﻞ ﻟﻠﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻓﻲ ﻣﻜﺎﻥ‬
‫ﺍﻟﻌﻤﻞ‪.( 14‬‬

‫‪https://bmcpsychiatry.biomedcentral.com/articles/10.1186/1471-244X-14-13114‬‬

‫|‪16 © People Diagnostix 2020‬‬

 ‫ﺍﺑﺘﻜﺮﺕ‪ People Diagnostix‬ﺃﺩﺍﺓ ﺗﺪﻗﻴﻖ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‬
‫ﺳﻬﻠﺔﺍﻹﻛﻤﺎﻝ ‪ ،‬ﻭﺗﻤﺮﻳﺮﻫﺎ ﺃﻭﻻ ًﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﻟﻤﺴﺎﻋﺪﺓ ﺃﺻﺤﺎﺏ ﺍﻟﻌﻤﻞ ﻋﻠﻰ‬
‫ﺗﺤﺪﻳﺪﺍﻟﺜﻐﺮﺍﺕ ﺍﻟﺮﺉﻴﺴﻴﺔ ﻓﻲ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺘﻬﻢ‪ .‬ﻛﻤﺎ ﻳﺴﻠﻂ ﺍﻟﻀﻮء ﻋﻠﻰ ﻓﺠﻮﺍﺕ‬
‫ﺍﻻﻣﺘﺜﺎﻝ‪) WHS‬ﺍﻟﺤﺮﺟﺔ( ﻭﺍﻋﺘﺒﺎﺭﺍﺕ ﺻﺎﺣﺐ ﺍﻟﻌﻤﻞ ﺍﻟﻤﺨﺘﺎﺭﺓ )ﻣﺮﻏﻮﺏ ﻓﻴﻬﺎ(‬
‫ﺑﺸﻜﻞﻣﻨﻔﺼﻞ‪ .‬ﻋﻨﺪ ﺗﺤﺪﻳﺪ ﺍﻟﺜﻐﺮﺍﺕ ‪ ،‬ﺳﺘﻮﺟﻪ ﺍﻷﺩﺍﺓ ﺇﻟﻰ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺍﻟﻤﻮﺍﺭﺩ‬
‫ﺍﻟﻌﻤﻠﻴﺔﻟﻤﻌﺎﻟﺠﺔ ﻫﺬﻩ ﺍﻟﺜﻐﺮﺍﺕ‪.‬‬
‫ﻭﺳﻮﻑﻳﺴﻠﻂ ﺍﻟﻀﻮء ﺃﻳﻀﺎً ﻋﻠﻰ ﻣﻜﺎﻥ ﻭﻛﻴﻔﻴﺔ ﻣﺴﺎﻋﺪﺓ ‪.FlourishDx‬‬

‫ﻳﻤﻜﻦﺇﻛﻤﺎﻝ ﺗﺪﻗﻴﻖ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ﻓﻲ‬

‫ﻏﻀﻮﻥﺩﻗﺎﺉﻖ ﺑﻮﺍﺳﻄﺔ ﺷﺨﺺ ﻟﺪﻳﻪ ﻓﻬﻢ ﺟﻴﺪ ﻟﻤﻮﺍﺭﺩ ﻭﺩﻋﻢ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‬
‫ﺍﻟﺤﺎﻟﻴﺔﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‪ .‬ﺑﻤﺠﺮﺩ ﺍﻻﻧﺘﻬﺎء ‪ ،‬ﻳﻤﻜﻦ ﻣﺸﺎﺭﻛﺔ ﺍﻟﻨﺘﺎﺉﺞ ﻋﺒﺮ ﺭﺍﺑﻂ‬
‫ﻓﺮﻳﺪﻣﻊ ﻗﺎﺩﺓ ﺍﻟﺸﺮﻛﺔ‪ .‬ﻟﻤﻌﺮﻓﺔ ﺍﻟﻤﺰﻳﺪ ﻭﺍﺳﺘﻜﻤﺎﻝ ﺯﻳﺎﺭﺓ ﺍﻷﺩﺍﺓ‪:‬‬
‫‪.www.mentalhealthaudit.com‬‬

‫‪|© People Diagnostix 202017‬‬

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‫ﻣﻮﻇﻒﺍﻣﺒﻴﺪ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻨﻔﺴﻴﺔ ‪AT‬‬
‫ﻣﺴﺘﻮﻯﺍﺳﺘﺮﺍﺗﻴﺠﻲ‬

‫ﺑﻤﺠﺮﺩﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻚ ﻗﺎﺩﺓ ﻋﻠﻰ ﻣﺘﻦ ﺍﻟﻄﺎﺉﺮﺓ ﻣﻊ ﺃﻫﻤﻴﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ ﻭﺗﻠﺘﺰﻡ ﺑﺎﺳﺘﺨﺪﺍﻡ‬
‫‪ FlourishDx‬ﻟﺪﻋﻢ ﻣﺒﺎﺩﺭﺍﺕ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ‪ ،‬ﻓﻤﻦ ﺍﻷﻫﻤﻴﺔ ﺑﻤﻜﺎﻥ ﺃﻥ ﻳﻈﻞ ﺫﻟﻚ ﻓﻲ ﺻﺪﺍﺭﺓ ﺍﻫﺘﻤﺎﻣﺎﺗﻚ‪ .‬ﻓﻲ‬
‫ﺣﻴﻦﺃﻥ ﺍﻟﺮﺅﺳﺎء ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ‪ /‬ﺍﻟﻤﺠﺎﻟﺲ ﻭﺍﻟﻤﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﻻ ﻳﺤﺘﺎﺟﻮﻥ ﺇﻟﻰ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺗﻨﻔﻴﺬ ﻫﺬﻩ‬
‫ﺍﻟﻤﺒﺎﺩﺭﺍﺕ ‪،‬ﻳﺠﺐ ﻋﻠﻴﻬﻢ ﺇﻇﻬﺎﺭ ﺍﻟﺘﺰﺍﻣﻬﻢ ﺑﻬﺎ ﻭﺍﻹﺷﺮﺍﻑ ﻋﻠﻴﻬﺎ‪.‬‬

‫ﺃﻥﺗﻜﻮﻥ ﻭﺳﻴﻠﺔ ﻟﻠﺘﻌﺒﻴﺮ ﻟﻶﺧﺮﻳﻦ )ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﻣﻨﻈﻤﻲ‬ ‫ﻫﻨﺎﻙﻃﺮﻳﻘﺘﺎﻥ ﺷﺎﺉﻌﺘﺎﻥ ﻟﺘﺤﻘﻴﻖ ﺫﻟﻚ‪:‬‬
‫ﺍﻟﺼﻨﺎﻋﺔ( ﻋﻦ ﻛﻴﻔﻴﺔ ﺍﻟﺘﺨﻄﻴﻂ ﻟﻤﻮﺍﺟﻬﺔ ﺍﻟﻤﺨﺎﻃﺮ‪ .‬ﻓﻲ‬
‫ﻛﺜﻴﺮﻣﻦ ﺍﻟﺤﺎﻻﺕ ‪ ،‬ﻗﺪ ﻳﺘﻢ ﺗﻀﻤﻴﻦ ﻣﺤﺘﻮﻳﺎﺕ ﺳﻴﺎﺳﺔ‬ ‫‪ (1‬ﻣﻦ ﺧﻼﻝ ﺗﻄﻮﻳﺮ ﺳﻴﺎﺳﺔ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ ﻓﻲ ﺳﻴﺎﺳﺎﺕ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ‪ /‬ﺍﻟﺼﺤﺔ‬ ‫ﺍﻟﻨﻔﺴﻴﺔ ؛ﻭ‬
‫ﻭﺍﻟﺴﻼﻣﺔﻭﺍﻟﺒﻴﺉﺔ ﺍﻷﺧﺮﻯ‪ .‬ﺇﺫﺍ ﻛﻨﺖ ﺗﻨﻮﻱ ﺃﻥ ﻳﻜﻮﻥ‬
‫ﻟﺪﻳﻚﺳﻴﺎﺳﺔ ﺧﺎﺻﺔ ﺑﺎﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻓﻲ‬
‫‪ (2‬ﺇﺩﺭﺍﺝ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻓﻲ‬
‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ ‪ ،‬ﻓﻴﺠﺐ ﺃﻥ ﺗﺘﻀﻤﻦ‪:‬‬
‫ﺳﺠﻞﻣﺨﺎﻃﺮ ﺍﻟﻤﻨﻈﻤﺔ‪.‬‬

‫ﻏﺮﺽﻭﺍﺿﺢ ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺳﺒﺐ ﺃﻫﻤﻴﺔ‬

‫ﺍﻟﺼﺤﺔﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ‬
‫ﺍﻟﺘﺰﺍﻡﺑﻔﻬﻢ ﻭﻣﻌﺎﻟﺠﺔ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‬
‫ﺍﻟﺘﻲﺗﺴﺎﻫﻢ ﻓﻲ ﺗﺪﻫﻮﺭ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ‬
‫ﺍﻟﻌﻤﻞﺍﻟﺘﻲ ﻭﺿﻌﻬﺎ ﻛﺒﺎﺭ ﻗﺎﺩﺓ ﺍﻷﻋﻤﺎﻝ ‪ /‬ﺍﻟﻤﺪﻳﺮﻳﻦ‬
‫ﺍﻟﺘﺰﺍﻡﺑﺘﻮﻓﻴﺮ ﺍﻟﺘﺪﺭﻳﺐ ﻟﺠﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﻟﺘﺤﺴﻴﻦﺍﻟﻮﻋﻲ ﺍﻟﻌﺎﻡ ﺑﺎﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ‬
‫ﻗﺪﻳﻜﻮﻥ ﺍﻻﻟﺘﺰﺍﻡ ﺑﺘﻮﻓﻴﺮ ﺗﺪﺭﻳﺐ ﺇﺿﺎﻓﻲ‬
‫ﻟﻠﻤﺪﻳﺮﻳﻦﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ ﻟﺘﻨﻔﻴﺬ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ‬
‫ﺍﺳﺘﺒﺎﻗﻴﺔﻟﺪﻋﻢ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﺍﻹﻳﺠﺎﺑﻴﺔ‬
‫ﻭﺍﻟﺘﺪﺧﻞﻋﻨﺪﻣﺎ ﻳﻜﻮﻧﻮﻥ ﻗﻠﻘﻴﻦ ﻣﻦ ﺿﻌﻒ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ ﻣﺸﻜﻠﺔ‪.‬‬
‫ﺳﻴﺎﺳﺔﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ‬
‫ﺗﻈُﻬﺮﺳﻴﺎﺳﺔ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻓﻲ ﻣﻜﺎﻥ‬
‫ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦﺍﻟﺘﺰﺍﻣﺎً ﺑﺎﻻﻣﺘﺜﺎﻝ ﻻﻟﺘﺰﺍﻣﺎﺕ ﺻﺎﺣﺐ‬
‫ﺍﻟﻌﻤﻞ‪ WHS‬ﻭﺭﻋﺎﻳﺔ ﻣﻮﻇﻔﻴﻬﺎ‪ .‬ﺗﻢ ﺗﻄﻮﻳﺮﻩ ﺑﺎﻟﺘﺸﺎﻭﺭ‬
‫ﻣﻊﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﺃﺻﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﺍﻟﺮﺉﻴﺴﻴﻴﻦ ‪،‬‬
‫ﻭﻫﻮﻳﻮﺿﺢ ﺑﻮﺿﻮﺡ ﺍﻟﻤﺴﺆﻭﻟﻴﺎﺕ ﺍﻟﻤﺸﺘﺮﻛﺔ ﻟﻠﺼﺤﺔ‬
‫ﺍﻟﻌﻘﻠﻴﺔ‪.‬‬
‫ﺳﻴﺎﺳﺔﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻟﻴﺴﺖ ﻣﻦ‬
‫ﻣﺘﻄﻠﺒﺎﺕ‪ .WHS‬ﻭﻣﻊ ﺫﻟﻚ ‪ ،‬ﻳﻤﻜﻦ‬

‫|‪18 © People Diagnostix 2020‬‬

 ‫ﻳﺤﺘﻮﻱﺳﺠﻞ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻤﻮﺫﺟﻲ ﻋﻠﻰ‪:‬‬
‫ﻓﺉﺔﻟﺘﺠﻤﻴﻊ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻤﺘﺸﺎﺑﻬﺔ )ﻣﺜﻞ "ﺍﻟﻤﺨﺎﻃﺮ‬
‫ﺍﻟﻨﻔﺴﻴﺔﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ"(‬
‫ﻭﺻﻒﻣﻮﺟﺰ ﺃﻭ ﺍﺳﻢ ﻟﻠﻤﺨﺎﻃﺮ ﻟﺘﺴﻬﻴﻞ ﻣﻨﺎﻗﺸﺘﻬﺎ )ﻣﺜﻞ "‬
‫ﻋﺐءﺍﻟﺪﻭﺭ"(‬
‫ﺍﻟﻨﺘﻴﺠﺔﻓﻲ ﺣﺎﻟﺔ ﻭﻗﻮﻉ ﺍﻟﺤﺪﺙ‬
‫ﺍﺣﺘﻤﺎﻟﻴﺔﺃﻭ ﺍﺣﺘﻤﺎﻟﻴﺔ ﺣﺪﻭﺛﻪ‬
‫ﺗﺼﻨﻴﻒﺍﻟﻤﺨﺎﻃﺮ )ﻋﻠﻰ ﺃﺳﺎﺱ ﺍﻻﺣﺘﻤﺎﻟﻴﺔ‬
‫ﻭﺍﻟﻨﺘﺎﺉﺞ(‬
‫ﺧﻄﻮﺍﺕﺍﻟﺘﺨﻔﻴﻒ ﺍﻟﻤﺤﺪﺩﺓ )ﻟﻤﻌﺎﻟﺠﺔ ﺍﻟﻤﺨﺎﻃﺮ(‬
‫ﺗﺼﻨﻴﻒﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻤﺘﺒﻘﻴﺔ )ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻤﺘﺒﻘﻴﺔ ﺇﺫﺍ ﺗﻢ ﺗﻄﺒﻴﻖ‬
‫ﺧﻄﻮﺍﺕﺍﻟﺘﺨﻔﻴﻒ(‬
‫ﻳﺠﺐﺃﻥ ﺗﺘﻀﻤﻦ ﺍﻟﺤﻮﻛﻤﺔ ﺍﻟﺮﺷﻴﺪﺓ ﻟﻠﻤﺨﺎﻃﺮ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‬
‫ﻣﺮﺍﺟﻌﺔﺩﻭﺭﻳﺔ ﻟﺴﺠﻞ ﺍﻟﻤﺨﺎﻃﺮ ﻣﻦ ﻗﺒﻞ ﻣﺠﻠﺲ ﺍﻹﺩﺍﺭﺓ ‪/‬‬
‫ﺍﻟﻤﺪﻳﺮﺍﻟﺘﻨﻔﻴﺬﻱ‪ .‬ﺇﺫﺍ ﺗﻢ ﺗﻀﻤﻴﻦ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ‬
‫ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔﻓﻲ ﻫﺬﻩ ﺍﻟﻮﺛﻴﻘﺔ ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺮﺟﺢ ﺃﻥ ﺗﺘﻠﻘﻰ‬
‫ﺍﻻﻫﺘﻤﺎﻡﺍﻟﻤﻄﻠﻮﺏ ﻭﺗﺨﺼﻴﺺ ﺍﻟﻤﻴﺰﺍﻧﻴﺔ ﻭﺍﻟﻮﻗﺖ ﻭﺍﻟﻤﻮﺍﺭﺩ‬
‫ﺍﻟﺒﺸﺮﻳﺔﻟﻤﻌﺎﻟﺠﺘﻬﺎ‪.‬‬
‫ﺍﻟﺰﺍﺉﺪ ‪،‬ﻭﺍﻟﺘﺤﻜﻢ ﻓﻲ ﺍﻟﻮﻇﻴﻔﺔ ‪ ،‬ﻭﺩﻋﻢ ﺯﻣﻼء ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﻣﺎ ﺇﻟﻰ‬
‫‪|© People Diagnostix 202019‬‬
‫ﺍﻟﺘﺰﺍﻡﺑﺪﻋﻢ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺍﻟﺬﻳﻦ ﻳﺤﺘﺎﺟﻮﻥ ﺇﻟﻰ ﺍﻟﻤﺴﺎﻋﺪﺓ‬
‫ﻓﻲﻣﺠﺎﻝ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ )ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ ﻣﻦ ﺧﻼﻝ‬
‫ﺗﻮﻓﻴﺮﺑﺮﻧﺎﻣﺞ ﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ( ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺃﻧﻪ‬
‫ﺳﻴﺘﻢﺩﻋﻢ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﺍﻟﻌﻮﺩﺓ ﺇﻟﻰ ﺍﻟﻌﻤﻞ )ﺃﻭ ﺍﻟﺒﻘﺎء‬
‫ﻓﻲﺍﻟﻌﻤﻞ( ﺑﻌﺪ ﻏﻴﺎﺏ ﺍﻟﻤﺮﺽ‪.‬‬
‫ﺗﺄﻛﺪﻣﻦ ﺍﻟﺘﺸﺎﻭﺭ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺃﺛﻨﺎء ﺗﻄﻮﻳﺮ‬
‫ﺳﻴﺎﺳﺔﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻓﻲ ﻣﻜﺎﻥ ﻋﻤﻠﻚ ﻟﻀﻤﺎﻥ ﻗﺒﻮﻝ‬
‫ﺍﻟﻤﻮﻇﻒ ‪،‬ﻭﺍﻻﻣﺘﺜﺎﻝ ﻟﻤﺘﻄﻠﺒﺎﺕ ‪.WHS‬‬
‫ﺳﺠﻞﺍﻟﻤﺨﺎﻃﺮ‬
‫ﺳﺠﻞﺍﻟﻤﺨﺎﻃﺮ ﻫﻮ ﺃﺩﺍﺓ ﻟﺘﻮﺛﻴﻖ ﺍﻟﻤﺨﺎﻃﺮ ﻭﺍﻹﺟﺮﺍءﺍﺕ ﻹﺩﺍﺭﺓ‬
‫ﻛﻞﺧﻄﺮ‪ .‬ﺇﻧﻬﺎ ﻭﺛﻴﻘﺔ ﺃﺳﺎﺳﻴﺔ ﻟﻔﻬﻢ ﺍﻟﻤﺨﺎﻃﺮ ﻭﺍﻹﺟﺮﺍءﺍﺕ‬
‫ﺍﻟﻤﻄﻠﻮﺑﺔﻟﻀﻤﺎﻥ ﺍﻟﺘﺸﻐﻴﻞ ﺍﻟﻨﺎﺟﺢ ﻟﻸﻋﻤﺎﻝ‪ .‬ﻳﺴﻤﺢ ﺗﻀﻤﻴﻦ‬
‫ﺍﻟﻤﺨﺎﻃﺮﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ ﻓﻲ ﺳﺠﻞ ﻣﺨﺎﻃﺮ ﺍﻟﻤﺆﺳﺴﺔ‬
‫ﺑﺎﻟﺤﻮﻛﻤﺔﻣﻦ ﻗﺒﻞ ﻓﺮﻳﻖ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺘﻨﻔﻴﺬﻳﺔ ‪ /‬ﺍﻟﻌﻠﻴﺎ‪ .‬ﺍﻋﺘﻤﺎﺩﺍً‬
‫ﻋﻠﻰﺗﻔﺎﺻﻴﻞ ﻣﻨﻈﻤﺘﻚ ‪ /‬ﻣﺸﺮﻭﻋﻚ ﺃﻭ ﺳﺠﻞ ﻣﺨﺎﻃﺮ‬
‫ﺍﻟﻤﻮﻗﻊ ‪،‬ﻳﻤﻜﻨﻚ ﺗﻀﻤﻴﻦ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
‫ﻛﻌﻨﺼﺮﻭﺍﺣﺪ ﺃﻭ ﺗﻀﻤﻴﻦ ﻣﺨﺎﻃﺮ ﻣﺤﺪﺩﺓ )ﻣﺜﻞ ﻋﺐء ﺍﻟﺪﻭﺭ‬
‫ﺫﻟﻚ(‪.‬‬
 ‫ﺇﺷﺮﺍﻙﺍﻟﻤﻮﻇﻒ‬ ‫‪8‬‬
‫ﻣﻨﺪﻭﺏ‬

‫ﺧﻼﻝﻋﻤﻠﻴﺔ ﻣﻌﺎﻟﺠﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ ‪ ،‬ﻣﻦ ﺍﻟﻤﺘﻮﻗﻊ ﺃﻥ ﺗﺘﺸﺎﻭﺭ ﺑﺎﻧﺘﻈﺎﻡ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻋﺒﺮ‬
‫ﻣﺆﺳﺴﺘﻚ‪.‬ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﻳﺤﺪﺙ ﻫﺬﺍ ﻣﻦ ﺧﻼﻝ ﻧﺸﺮ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ )ﻣﺜﻞ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ﻭﺍﻟﻨﺸﺮﺍﺕ ﺍﻹﺧﺒﺎﺭﻳﺔ‬
‫ﻭﺭﺳﺎﺉﻞﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ( ﻭﺟﻤﻊ ﺍﻵﺭﺍء ﻭﺗﺼﻮﺭﺍﺕ ﺍﻟﻤﺨﺎﻃﺮ )ﻣﺜﻞ ﺍﻻﺳﺘﻄﻼﻋﺎﺕ ﻭﻣﺠﻤﻮﻋﺎﺕ ﺍﻟﺘﺮﻛﻴﺰ(‪.‬‬
‫ﻟﻀﻤﺎﻥﻭﺻﻮﻝ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺇﻟﻰ ﺟﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﻟﻠﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺘﻘﺎﻁ ﺟﻤﻴﻊ ﻭﺟﻬﺎﺕ ﺍﻟﻨﻈﺮ ‪ ،‬ﻗﺪ ﻳﻜﻮﻥ ﻣﻦ‬
‫ﺍﻟﻤﻔﻴﺪﻭﺟﻮﺩ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﻣﻤﺜﻠﻲ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻳﺘﺤﻤﻠﻮﻥ ﺍﻟﻤﺴﺆﻭﻟﻴﺔ ﻋﻦ ﺫﻟﻚ‪.‬‬

‫ﻭﻗﺖﻣﺸﺎﺭﻛﺔ ﺍﻷﻋﻀﺎء ﻓﻲ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ‬ ‫ﻗﺪﻳﻜﻮﻥ ﻟﺪﻳﻚ ﺑﺎﻟﻔﻌﻞ ﺃﺑﻄﺎﻝ ﺍﻟﺮﻓﺎﻫﻴﺔ ﺃﻭ ﻟﺠﻨﺔ‬

‫ﻭﺍﻟﻤﺒﺎﺩﺭﺍﺕ(‪.‬‬
‫ﻳﻮﺻﻰﺑﺸﺪﺓ ﺑﺘﺰﻭﻳﺪ ‪ FlourishDx‬ﺑﻮﺻﻮﻝ ﺇﻟﻰ‬
‫ﻣﻤﺜﻠﻲﺍﻟﻤﻮﻇﻔﻴﻦ ﻗﺒﻞ ﺍﻟﻘﻴﺎﻡ ﺑﻨﺸﺮ ﻭﺍﺳﻊ ﺍﻟﻨﻄﺎﻕ‬
‫ﻟﺠﻤﻴﻊﺍﻟﻤﻮﻇﻔﻴﻦ‪ .‬ﻫﺬﺍ ﻳﻤﻜﻦ ﺃﻥ‪:‬‬
‫ﺯﻳﺎﺩﺓﺍﻹﻟﻤﺎﻡ ﺑﻤﻴﺰﺍﺕ ‪ FlourishDx‬ﺣﺘﻰ ﻳﺘﻤﻜﻦ‬
‫ﻣﻤﺜﻠﻮﺍﻟﻤﻮﻇﻔﻴﻦ ﻣﻦ ﺍﻟﺘﺮﻗﻴﺔ ﺇﻟﻰ ﻣﻮﻇﻔﻴﻦ‬
‫ﻳﻮﺻﻰﺑﺸﺪﺓ ﺑﺘﻌﻴﻴﻦ ﻣﻤﺜﻠﻴﻦ ﻋﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻟﺪﻋﻢ‬
‫ﺁﺧﺮﻳﻦﺑﻨﺎء ًﻋﻠﻰ ﺧﺒﺮﺗﻬﻢ ﺍﻟﺨﺎﺻﺔ ؛‬
‫ﺍﻟﺼﺤﺔﻭﺍﻟﺴﻼﻣﺔ ‪ .HSRs /‬ﺇﺫﺍ ﻛﺎﻧﺖ ﻫﺬﻩ ﻫﻲ‬
‫ﺍﻟﺤﺎﻟﺔ ‪،‬ﻓﻤﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‬
‫ﻣﻨﺎﺳﺒﺔﺗﻤﺎﻣﺎً ﻟﺘﺤﻤﻞ ﻣﺴﺆﻭﻟﻴﺔ ﺯﻳﺎﺩﺓ ﻣﺸﺎﺭﻛﺔ‬
‫ﺍﻟﻘﻮﻯﺍﻟﻌﺎﻣﻠﺔ ﻓﻲ ﻣﺒﺎﺩﺭﺍﺕ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‬
‫ﻭﺍﻟﺮﻓﺎﻫﻴﺔﺍﻟﻨﻔﺴﻴﺔ‪ .‬ﺇﺫﺍ ﻟﻢ ﻳﻜﻦ ﻗﺪ ﺗﻢ ﺇﻧﺸﺎﺅﻩ‬
‫ﺑﺎﻟﻔﻌﻞ ‪،‬‬
‫ﺍﻟﺘﻨﻔﻴﺬﻭﺍﻟﺘﺮﻭﻳﺞ ﺍﻟﻤﺴﺘﻤﺮ ﻟـ ‪.FlourishDx‬‬

‫ﺍﻟﺴﻤﺎﺡﺑﺘﺤﺪﻳﺪ ﻭﺗﺨﻔﻴﻒ ﻣﺨﺎﻭﻑ ﻣﻤﺜﻠﻲ‬

‫ﺍﻟﻤﻮﻇﻔﻴﻦ)ﻣﺜﻞ ﺧﺼﻮﺻﻴﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ‪ ،‬ﻭﺇﺧﻔﺎء‬
‫ﻋﻨﺪﺇﻧﺸﺎء ﻣﺠﻤﻮﻋﺔ ﺟﺪﻳﺪﺓ ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﺍﻟﻬﻮﻳﺔﻋﻨﺪ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻨﺼﺔ( ؛‬
‫ﺍﻟﻤﺴﺆﻭﻟﻴﻦﻋﻦ ﺗﻌﺰﻳﺰ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺃﻭ ﺍﻟﺮﻓﺎﻫﻴﺔ ‪،‬‬
‫ﻣﻦﺍﻟﻤﻬﻢ ﺃﻥ ﻳﺘﻢ ﺗﻤﺜﻴﻞ ﺟﻤﻴﻊ ﺃﺟﺰﺍء ﺍﻟﻤﺆﺳﺴﺔ‪.‬‬
‫ﺍﻟﻤﺴﺎﻋﺪﺓﻓﻲ ﺗﻄﻮﻳﺮ ﻣﻮﺍﺩ ﺍﻻﺗﺼﺎﻝ ﻟﻤﺠﻤﻮﻋﺔ‬ ‫ﻣﺪﻳﺮﺍ ‪ /‬ﺗﻨﻔﻴﺬﻳﺎً‬
‫ً‬ ‫ﻳﺠﺐﻋﻠﻴﻚ ﺃﻳﻀﺎً ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﺍﻷﻭﺳﻊ ؛ ﻭ‬ ‫ﻭﺍﺣﺪﺍًﻋﻠﻰ ﺍﻷﻗﻞ ﻫﻮ ﺟﺰء ﻣﻦ ﻫﺬﻩ ﺍﻟﻤﺠﻤﻮﻋﺎﺕ‬
‫ﻹﻇﻬﺎﺭﺍﻟﺘﺰﺍﻡ ﺍﻟﻘﻴﺎﺩﺓ ﻭﻟﻀﻤﺎﻥ ﺣﺼﻮﻟﻬﻢ ﻋﻠﻰ ﺍﻟﺪﻋﻢ‬
‫ﻛﻦﺍﺧﺘﺒﺎﺭﺍً ﺟﻴﺪﺍً ﻟﻠﺒﻨﻴﺔ ﺍﻟﺘﺤﺘﻴﺔ ﻟﺘﻜﻨﻮﻟﻮﺟﻴﺎ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬ ‫ﺍﻟﻼﺯﻡ)ﻣﺜﻞ ﺍﻟﻤﻴﺰﺍﻧﻴﺔ ‪،‬‬
‫ﻓﻲﻣﺠﻤﻮﻋﺔ ﺃﺻﻐﺮ ﻗﺒﻞ ﻃﺮﺣﻬﺎ ﻋﻠﻰ ﻧﻄﺎﻕ ﺃﻭﺳﻊ‪.‬‬

‫|‪20 © People Diagnostix 2020‬‬

 ‫ﻓﻴﻤﺎﻳﺘﻌﻠﻖ ﺑـ ‪ ، FlourishDx‬ﻳﻤﻜﻦ ﺃﻥ ﺗﺴﺎﻋﺪ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﻣﻤﺜﻠﻲ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﻓﻲ‪:‬‬

‫ﺗﺤﺪﻳﺪﻭﻣﻌﺎﻟﺠﺔ ﻣﺨﺎﻭﻑ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﺳﺘﺨﺪﺍﻡ‬

‫‪.FlourishDx‬‬

‫ﺗﺄﻛﺪﻣﻦ ﻣﻌﺮﻓﺔ ﺍﻟﺰﻣﻼء ﺑﺎﻟﻄﺒﻴﻌﺔ ﺍﻟﺴﺮﻳﺔ ﻻﺳﺘﺠﺎﺑﺎﺕ ﺍﻻﺳﺘﺒﻴﺎﻥ‪.‬‬

‫ﻣﺘﺎﺑﻌﺔﺍﻟﺰﻣﻼء ﺍﻟﻤﺘﺄﺧﺮﻳﻦ ﻓﻲ ﺍﺳﺘﻜﻤﺎﻝ ﺍﻻﺳﺘﺒﻴﺎﻧﺎﺕ ﺃﻭ ﺍﻟﺘﻌﻠﻴﻢ‬

‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ‪.‬‬

‫ﻗﻢﺑﺘﻴﺴﻴﺮ ﻣﻨﺎﻗﺸﺎﺕ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﻔﻴﺪﻳﻮ ﻭﺃﺩﻟﺔ ﻣﻨﺎﻗﺸﺔ‬

‫ﺍﻟﻘﺎﺉﺪ‪.‬‬

‫ﻗﺪﻡﻣﻼﺣﻈﺎﺕ ﻟﻤﺠﻤﻮﻋﺎﺕ ﺍﻟﻌﻤﻞ ﺣﻮﻝ ﻧﺘﺎﺉﺞ ﺍﻻﺳﺘﻄﻼﻉ‬

‫ﺍﻹﺟﻤﺎﻟﻴﺔ‪.‬‬

‫ﺷﺠﻊﺟﻤﻴﻊ ﺍﻟﺰﻣﻼء ﻋﻠﻰ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺧﻄﻂ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‪.‬‬

‫ﻋﺰﺯﺑﺎﻧﺘﻈﺎﻡ ﺍﺳﺘﺨﺪﺍﻡ ﻋﻤﻠﻴﺎﺕ ﺍﻟﺘﺤﻘﻖ ﻣﻦ ﻣﺴﺢ ‪ Flourish‬ﻭﻣﻮﺍﺭﺩ‬

‫ﺍﻟﻤﺴﺎﻋﺪﺓﺍﻟﺬﺍﺗﻴﺔ‪.‬‬

‫‪|© People Diagnostix 202021‬‬

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‫ﺗﺎﻳﻠﻮﺭ‪FLOURISHDX‬‬
‫ﻣﻦﺍﺟﻠﻚ‬
‫ﻣﻨﻈﻤﺔ‬

‫ﻗﺒﻞﺍﻟﺒﺪء ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ‪ ،‬ﻳﺠﺐ ﺗﺤﺪﻳﺚ ﻣﺤﺘﻮﻯ ‪ FlourishDx‬ﻣﻦ ﻗﺒﻞ ﺍﻟﻤﺴﺆﻭﻝ ﻟﺘﻌﻜﺲ ﺍﻟﻬﻴﻜﻞ‬
‫ﺍﻟﺘﻨﻈﻴﻤﻲﻭﺗﻌﺰﻳﺰ ﺧﺪﻣﺎﺕ ﺩﻋﻢ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﺤﺎﻟﻴﺔ‪ .‬ﺳﻴﺆﺩﻱ ﺫﻟﻚ ﺇﻟﻰ ﺇﻧﺸﺎء ﺗﺠﺮﺑﺔ ﺃﻛﺜﺮ ﺗﺨﺼﻴﺼ ًﺎ‬
‫ﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦ ‪،‬ﻭﺗﻮﻓﻴﺮ ﻭﺻﻮﻝ ﺃﻓﻀﻞ ﺇﻟﻰ ﺧﺪﻣﺎﺕ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ )ﻣﺜﻞ ‪ EAP‬ﻟﻠﺸﺮﻛﺔ(‪ .‬ﻭﺯﻳﺎﺩﺓ ﺍﻟﻘﺪﺭﺓ ﻋﻠﻰ‬
‫ﺍﻟﺘﻌﻤﻖﻓﻲ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻣﺘﺎﺑﻌﺔ ﺍﺳﺘﺒﻴﺎﻧﺎﺕ ﺍﻟﻤﻮﻇﻔﻴﻦ‪ .‬ﻫﻨﺎﻙ ﺛﻼﺙ ﻣﻨﺎﻃﻖ ﻳﻤﻜﻦ ﺗﺨﺼﻴﺼﻬﺎ ﻟﺘﺤﻘﻴﻖ ﺃﻗﺼﻰ‬
‫ﺍﺳﺘﻔﺎﺩﺓﻣﻦ ﺍﻟﻤﻨﺼﺔ‪.‬‬

‫ﺍﻟﺼﻔﺤﺔﺍﻟﻤﻘﺼﻮﺩﺓ‬
‫ﺇﺫﺍﻛﻨﺖ ﺗﺴﺘﺨﺪﻡ ‪ FlourishDx‬ﻋﻠﻰ ﺃﺳﺎﺱ‬
‫ﻃﻮﻋﻲ ‪،‬ﻓﻴﻤﻜﻦ ﺗﺨﺼﻴﺺ ﺻﻔﺤﺔ ﻣﻘﺼﻮﺩﺓ ﺫﺍﺗﻴﺔ‬
‫ﺍﻟﺘﺴﺠﻴﻞﻟﺤﺴﺎﺑﻚ‪ .‬ﻳﺘﻀﻤﻦ ﺫﻟﻚ ﻋﻨﻮﺍﻥ ‪URL‬‬
‫ﻣﺨﺼﺼﺎًﻭﺷﻌﺎﺭ ﺍﻟﺸﺮﻛﺔ ﻭﺭﺳﺎﻟﺔ ﻣﺨﺼﺼﺔ ﺇﺫﺍ‬
‫ﺭﻏﺒﺖﻓﻲ ﺫﻟﻚ‪.‬‬
‫ﻟﺘﻤﻜﻴﻦﺍﻟﺼﻔﺤﺔ ﺍﻟﻤﻘﺼﻮﺩﺓ ‪ ،‬ﻣﺎ ﻋﻠﻴﻚ ﺳﻮﻯ‬
‫ﺇﺭﺳﺎﻝﺑﺮﻳﺪ ﺇﻟﻜﺘﺮﻭﻧﻲ‬
‫‪ support@flourishdx.com‬ﻣﻊ ﻃﻠﺒﻚ‪ .‬ﺇﺫﺍ‬
‫ﻛﻨﺖﺗﺮﻏﺐ ﻓﻲ ﺗﻀﻤﻴﻦ ﺷﻌﺎﺭ ﺷﺮﻛﺔ ‪ ،‬ﻓﺎﻟﺮﺟﺎء‬
‫ﺗﻘﺪﻳﻢﺷﻌﺎﺭ ﺑﺠﻮﺩﺓ ﺟﻴﺪﺓ )ﺍﻟﺤﺪ ﺍﻷﺩﻧﻰ ﻟﻠﺤﺠﻢ ﻫﻮ‬
‫‪ 400 ×400‬ﺑﻜﺴﻞ(‪.‬‬
‫ﺑﻤﺠﺮﺩﺍﻟﺘﻤﻜﻴﻦ ‪ ،‬ﻳﻤﻜﻨﻚ ﻋﺮﺽ ﺻﻔﺤﺘﻚ ﺍﻟﻤﻘﺼﻮﺩﺓ‬
‫ﻓﻲﻗﺴﻢ "ﺍﻟﺘﻔﻀﻴﻼﺕ" ﻓﻲ ﻟﻮﺣﺔ ﺗﺤﻜﻢ ﺍﻟﻤﺴﺆﻭﻝ‪.‬‬
‫ﻣﻦﻫﻨﺎ ﻳﻤﻜﻨﻚ ﺃﻳﻀﺎً ﺗﻘﻴﻴﺪ ﺗﺴﺠﻴﻼﺕ ﺍﻟﻤﺴﺘﺨﺪﻡ‬
‫ﺑﻨﺎء ًﻋﻠﻰ ﻣﺆﻫﻼﺕ ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ )ﻋﻠﻰ ﺳﺒﻴﻞ‬
‫ﺍﻟﻤﺜﺎﻝ ‪،‬ﻟﻦ ﻳﺘﻤﻜﻦ ﺳﻮﻯ ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦ ﺍﻟﺬﻳﻦ ﻟﺪﻳﻬﻢ‬
‫ﻋﻨﻮﺍﻥﺑﺮﻳﺪ ﺇﻟﻜﺘﺮﻭﻧﻲ ﻟﻠﺸﺮﻛﺔ ﻣﻦ ﺍﻟﺘﺴﺠﻴﻞ ﺍﻟﺬﺍﺗﻲ(‬
‫ﻭﺇﺿﺎﻓﺔﺭﺳﺎﻟﺔ ﻣﺨﺼﺼﺔ‪.‬‬

‫|‪22 © People Diagnostix 2020‬‬

 ‫ﺣﺎﻟﺔﺍﻟﺘﻮﻇﻴﻒ )ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ ‪ ، (FT / PT‬ﻧﻮﻉ ﺍﻟﻤﻬﻨﺔ )‬
‫ﻣﺜﻞﺍﻟﻤﺪﻳﺮﻳﻦ ﻭﺍﻟﻤﻬﻨﻴﻴﻦ ﻭﺍﻟﻌﺎﻣﻠﻴﻦ ﺍﻟﻜﺘﺎﺑﻴﻴﻦ ﻭﺍﻹﺩﺍﺭﻳﻴﻦ(‬
‫ﻭﺟﺪﻭﻝﺍﻟﻌﻤﻞ )ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ ‪ ،‬ﺃﻭﻗﺎﺕ ﺍﻟﻨﻬﺎﺭ ﺍﻟﻌﺎﺩﻳﺔ ‪،‬‬
‫ﺍﻟﻌﻤﻞﺑﻨﻈﺎﻡ ﺍﻟﻮﺭﺩﻳﺎﺕ ‪ ،‬ﺗﺤﺖ ﺍﻟﻄﻠﺐ(‪ .‬ﻳﻤﻜﻦ ﺍﺳﺘﺨﺪﺍﻡ ﻫﺬﻩ‬
‫ﺍﻟﻤﺮﺷﺤﺎﺕﺑﺸﻜﻞ ﻓﺮﺩﻱ ‪ ،‬ﺃﻭ ﻣﺠﺘﻤﻌﺔ ﻣﻦ ﺃﺟﻞ ﺍﻟﺘﻨﻘﻞ‬
‫ﻷﺳﻔﻞﻓﻲ ﻣﺠﻤﻮﻋﺎﺕ ﻣﻨﻔﺼﻠﺔ‪ .‬ﻭﻣﻊ ﺫﻟﻚ ‪ ،‬ﻻ ﺗﺘﻮﻓﺮ ﺍﻟﺒﻴﺎﻧﺎﺕ‬
‫ﻣﻦﺍﻻﺳﺘﻄﻼﻋﺎﺕ ﺇﻻ ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﻫﻨﺎﻙ ﺣﺪ ﺃﺩﻧﻰ ﻟﻌﺪﺩ‬
‫ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦﺍﻟﺬﻳﻦ ﺍﺳﺘﺠﺎﺑﻮﺍ )ﺍﻻﻓﺘﺮﺍﺿﻲ ﻫﻮ ‪.(8‬‬
‫ﻣﻦﺍﻟﻤﻤﻜﻦ ﻟﻠﻤﺴﺆﻭﻝ ﺇﺿﺎﻓﺔ ﺣﻘﻮﻝ ﻣﺴﺘﺨﺪﻡ ﺇﺿﺎﻓﻴﺔ ﻣﻦ‬
‫ﺃﺟﻞﺗﺨﺼﻴﺺ ‪ FlourishDx‬ﻟﻬﻴﻜﻞ ﻣﺆﺳﺴﺘﻚ‪ .‬ﻳﺘﻮﻓﺮ ﻫﺬﺍ ﻓﻲ‬
‫ﻗﺴﻢ"ﺇﺩﺍﺭﺓ ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦ" ﻓﻲ ﻟﻮﺣﺔ ﺗﺤﻜﻢ ﺍﻟﻤﺴﺆﻭﻝ‪ .‬ﺗﺘﻀﻤﻦ‬
‫ﺣﻘﻮﻝﺍﻟﻤﺴﺘﺨﺪﻡ ﺍﻟﺸﺎﺉﻌﺔ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺗﻀﻤﻴﻨﻬﺎ ﻫﻨﺎ ﺍﻟﻘﺴﻢ )‬ ‫ﺃﺯﻣﺎﺕﺷﺮﻳﺎﻥ ﺍﻟﺤﻴﺎﺓ ﻭﺍﻟﻮﻗﺎﻳﺔ ﻣﻦ ﺍﻻﻧﺘﺤﺎﺭ‪ .‬ﺇﺫﺍ ﻛﻨﺖ ﺗﻘﻴﻢ ﻓﻲ‬
‫ﻣﺜﻞﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ‪ /‬ﺍﻟﻌﻤﻠﻴﺎﺕ ‪ /‬ﺍﻟﻤﺒﻴﻌﺎﺕ( ﻭﻣﻮﻗﻊ ﻣﻜﺎﻥ‬
‫ﺍﻟﻌﻤﻞ)ﻣﺜﻞ ﻣﻠﺒﻮﺭﻥ ‪ /‬ﻟﻨﺪﻥ ‪ /‬ﻧﻴﻮﻳﻮﺭﻙ(‪.‬‬
‫ﺇﺫﺍﻛﺎﻥ ﺍﻟﻤﺴﺘﺨﺪﻣﻮﻥ ﻣﺴﺠﻠﻴﻦ ﺫﺍﺗﻴﺎً ‪ ،‬ﻓﺴﻴﻄُﻠﺐ ﻣﻨﻬﻢ ﺇﻛﻤﺎﻝ‬
‫ﻣﻠﻔﻬﻢﺍﻟﺸﺨﺼﻲ ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﺤﻘﻮﻝ ﺍﻻﻓﺘﺮﺍﺿﻴﺔ ﻭﺃﻱ‬
‫ﺣﻘﻮﻝﻣﺨﺼﺼﺔ ﻟﻠﻤﺴﺘﺨﺪﻡ ﻗﺒﻞ ﺇﻛﻤﺎﻝ ﺍﻻﺳﺘﺒﻴﺎﻥ ﺍﻷﻭﻝ‪ .‬ﺇﺫﺍ‬
‫ﻛﻨﺖﺗﺴﻌﻰ ﻻﺳﺘﻬﺪﺍﻑ ﻣﺠﻤﻮﻋﺎﺕ ﻋﻤﻞ ﻣﺤﺪﺩﺓ ﻟﻠﺘﻌﻠﻴﻢ‬
‫ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ‪،‬ﻓﻴﺠﺐ ﺃﻥ ﻳﺘﻢ ﺗﻮﺟﻴﻬﻬﻢ ﺑﺸﻜﻞ ﻣﻨﻔﺼﻞ ﻹﻛﻤﺎﻝ‬
‫ﻣﻠﻔﻬﻢﺍﻟﺸﺨﺼﻲ ﻋﻨﺪ ﺍﻟﺘﺴﺠﻴﻞ ﻣﻦ ﺃﺟﻞ ﻣﻨﺢ ﺍﻟﻤﺴﺆﻭﻝ‬
‫ﺍﻟﻘﺪﺭﺓﻋﻠﻰ ﺩﻓﻊ ﺍﻟﺘﻌﻠﻴﻢ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﺇﻟﻰ ﻣﻮﻇﻔﻴﻦ ﻣﺤﺪﺩﻳﻦ‪.‬‬
‫ﺑﺪﻻ ًﻣﻦ ﺫﻟﻚ ‪ ،‬ﻳﻤﻜﻦ ﻟﻠﻤﺴﺆﻭﻝ ﺗﻌﺪﻳﻞ ﻫﺬﻩ ﺍﻟﺤﻘﻮﻝ‬
‫ﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦﺍﻟﻔﺮﺩﻳﻴﻦ ‪ ،‬ﺃﻭ ﺍﺳﺘﺨﺪﺍﻡ ﺑﺮﻧﺎﻣﺞ ﺗﺤﻤﻴﻞ ‪CSV‬‬
‫ﻟﺘﺤﺪﻳﺚﺗﻔﺎﺻﻴﻞ ﺍﻟﻤﻮﻇﻒ ﺑﺸﻜﻞ ﻣﺠﻤﻊّ‪.‬‬
‫‪|© People Diagnostix 202023‬‬
‫ﻳﺪﻋﻢﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‬
‫ﻫﻨﺎﻙﻧﻮﻋﺎﻥ ﻣﻦ ﺩﻋﻢ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻳﻤﻜﻦ ﺗﺨﺼﻴﺼﻬﻤﺎ‬
‫ﻟﻤﺴﺘﺨﺪﻣﻲﺍﻟﻤﻮﻇﻔﻴﻦ‪" :‬ﺟﻬﺎﺕ ﺍﺗﺼﺎﻝ ﺍﻟﻄﻮﺍﺭﺉ" ﻭ "‬
‫ﻣﺴﺎﻋﺪﺓﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ"‪ .‬ﻛﻼﻫﻤﺎ ﻳﺘﻤﻴﺰ ﺑﻨﺺ ﺍﻓﺘﺮﺍﺿﻲ ﻳﻤﻜﻦ‬
‫ﺗﺤﺮﻳﺮﻩﺃﻭ ﺗﻐﻴﻴﺮﻩ ﺑﺎﻟﻜﺎﻣﻞ‪ .‬ﻳﻤﻜﻦ ﻟﻠﻤﺴﺆﻭﻝ ﺃﻳﻀﺎً ﺇﺿﺎﻓﺔ‬
‫ﺍﺭﺗﺒﺎﻃﺎﺕﺗﺸﻌﺒﻴﺔ ﻹﻧﺸﺎء ﻭﺻﻮﻝ ﺳﻬﻞ ﺇﻟﻰ ﻣﺤﺘﻮﻯ ﺍﻟﻮﻳﺐ‪.‬‬
‫ﻳﻤﻜﻦﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ﻫﺬﺍ ﻓﻲ ﻗﺴﻢ "ﺍﻟﺘﻔﻀﻴﻼﺕ" ﻓﻲ ﻟﻮﺣﺔ‬
‫ﺗﺤﻜﻢﺍﻟﻤﺴﺆﻭﻝ‪.‬‬
‫ﺟﻬﺔﺍﺗﺼﺎﻝ ﻟﻠﻄﻮﺍﺭﺉﺗﻢ ﺗﻌﻴﻴﻨﻪ ﺍﻓﺘﺮﺍﺿﻴﺎً ﺇﻟﻰ ﺃﺭﻗﺎﻡ ﻣﺤﺪﺩﺓ‬
‫ﻓﻲﺃﺳﺘﺮﺍﻟﻴﺎ ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﻄﻮﺍﺭﺉ )‪ (000‬ﻭﺭﻗﻢ ﻫﺎﺗﻒ ﺩﻋﻢ‬
‫ﺑﻠﺪﺁﺧﺮ ﻏﻴﺮ ﺃﺳﺘﺮﺍﻟﻴﺎ ‪ ،‬ﻓﻴﺠﺐ ﻋﻠﻰ ﺍﻟﻤﺴﺆﻭﻝ ﺗﺤﺪﻳﺜﻬﺎ ﺇﻟﻰ‬
‫ﺧﺪﻣﺎﺕﺩﻋﻢ ﺍﻟﻄﻮﺍﺭﺉ ﻭﺍﻷﺯﻣﺎﺕ ﺍﻟﻤﺤﻠﻴﺔ‪.‬‬
‫ﺍﻟﻤﺴﺎﻋﺪﺓﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞﻳﺘﻤﻴﺰ ﺑﻤﺤﺘﻮﻯ ﻋﺎﻡ ﻓﻴﻤﺎ‬
‫ﻳﺘﻌﻠﻖﺑﻤﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ‪ .‬ﺇﺫﺍ ﻛﺎﻥ ﻟﺪﻳﻚ ﺑﺮﻧﺎﻣﺞ ‪EAP‬‬
‫ﻣﺨﺼﺺﻟﻠﻤﻮﻇﻔﻴﻦ ﻟﻠﻮﺻﻮﻝ ﺇﻟﻴﻪ ‪ ،‬ﻓﻴﺠﺐ ﻋﻠﻰ ﺍﻟﻤﺴﺆﻭﻝ‬
‫ﺗﻀﻤﻴﻦﻣﻌﻠﻮﻣﺎﺕ ﻣﺤﺪﺩﺓ ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺭﻗﻢ ﺍﻟﻬﺎﺗﻒ‬
‫ﻭﺍﻻﺭﺗﺒﺎﻁﺍﻟﺘﺸﻌﺒﻲ ﻟﺘﻔﺎﺻﻴﻞ ﺍﻟﺨﺪﻣﺔ‪.‬‬
‫ﺣﻘﻮﻝﺍﻟﻤﺴﺘﺨﺪﻡ‬
‫ﺑﺸﻜﻞﺍﻓﺘﺮﺍﺿﻲ ‪ ،‬ﺳﻴﻜﻮﻥ ﺍﻟﻤﺴﺆﻭﻝ ﻗﺎﺩﺭﺍً ﻋﻠﻰ ﺗﺼﻔﻴﺔ‬
‫ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦ)ﻟﻼﺳﺘﻄﻼﻋﺎﺕ ﻭﺍﻟﺘﻌﻠﻴﻢ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ( ﻣﻦ ﺧﻼﻝ‬
 ‫ﻃﺎﻗﻢﻣﺨﺘﺼﺮ‬ ‫‪10‬‬
‫ﻭﺍﺣﺼﻞﻋﻠﻰ ﺍﻟﺪﻋﻢ‬

‫ﺑﻤﺠﺮﺩﺃﻥ ﻳﻜﻮﻥ ﻟﺪﻳﻚ ﻗﺎﺩﺓ ﻭﻣﺠﻤﻮﻋﺔ ﺃﺳﺎﺳﻴﺔ ﻣﻦ ﻣﻤﺜﻠﻲ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻳﺸﺎﺭﻛﻮﻥ ﻓﻲ ﻋﻤﻠﻴﺔ ﺯﻳﺎﺩﺓ ﺍﻟﺼﺤﺔ‬
‫ﺍﻟﻨﻔﺴﻴﺔﻟﻸﻳﺪﻱ ﺍﻟﻌﺎﻣﻠﺔ ﻭﺳﻼﻣﺘﻬﻢ ﻭﺭﻓﺎﻫﻬﻢ ‪ ،‬ﻓﻘﺪ ﺣﺎﻥ ﺍﻟﻮﻗﺖ ﻹﻃﻼﻉ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻋﻠﻰ ‪FlourishDx‬‬
‫ﻭﺍﻛﺘﺴﺎﺏﺩﻋﻤﻬﻢ ﻟﻠﺒﺮﻧﺎﻣﺞ‪ .‬ﻳﺠﺐ ﺃﻥ ﻳﻔﻬﻢ ﺍﻟﻤﻮﻇﻔﻮﻥ ﺑﺎﻟﻔﻌﻞ ﺭﻏﺒﺔ ﺍﻟﻤﻨﻈﻤﺔ ﻓﻲ ﻣﻌﺎﻟﺠﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‬
‫ﻭﺍﻟﺮﻓﺎﻫﻴﺔﺑﺴﺒﺐ ﻣﺸﺎﺭﻛﺘﻬﻢ ﺍﻟﺴﺎﺑﻘﺔ ﻓﻲ ﺗﻄﻮﻳﺮ ﺳﻴﺎﺳﺔ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ‪،‬‬
‫ﻭﺍﻟﺘﺰﺍﻡﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﻮﺍﺿﺢ ‪ ،‬ﻭﻣﻦ ﺧﻼﻝ ﺍﻟﺠﻬﻮﺩ ﺍﻟﻤﺨﺘﻠﻔﺔ ﻟﻤﻤﺜﻠﻲ ﺍﻟﻤﻮﻇﻔﻴﻦ‪.‬‬

‫ﻫﺬﺍﺍﻟﺠﺰء ﺍﻟﺘﺎﻟﻲ ﻣﻦ ﺍﻟﻌﻤﻠﻴﺔ ﻫﻮ ﺗﻮﺿﻴﺢ ﻟﻤﻮﻇﻔﻲ‬

‫‪) WIIFM‬ﻣﺎ ﺍﻟﺬﻱ ﻳﻤﻜﻨﻨﻲ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻨﻪ(؟ ﺃﻧﺸﺄﺕ‬
‫‪ People Diagnostix‬ﻣﻘﻄﻊ ﻓﻴﺪﻳﻮ ﻗﺼﻴﺮﺍً ﻳﻤﻜﻦ‬
‫ﺍﺳﺘﺨﺪﺍﻣﻪﻓﻲ ﺇﺣﺎﻃﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺃﻭ ﺍﻻﺗﺼﺎﻻﺕ‬
‫ﺍﻟﺪﺍﺧﻠﻴﺔﺍﻷﺧﺮﻯ ﻟﻬﺬﺍ ﺍﻟﻐﺮﺽ‪ .‬ﻳﻤﻜﻨﻚ ﺃﻳﻀﺎً ﺍﺳﺘﺨﺪﺍﻡ‬
‫ﻣﻮﺟﺰ‪ PowerPoint‬ﺍﻟﻤﻘﺪﻡ ﻟﻠﻤﻮﻇﻔﻴﻦ )ﻣﺘﻮﻓﺮ ﻓﻲ‬
‫ﻗﺴﻢﺍﻟﻤﻮﺍﺭﺩ ﻓﻲ ﻟﻮﺣﺔ ﻣﻌﻠﻮﻣﺎﺕ ﺍﻟﻤﺴﺆﻭﻝ( ﻟﺘﻮﺿﻴﺢ‬
‫ﺍﻟﻐﺮﺽﻭﺍﻟﻌﻤﻠﻴﺔ ﻻﺳﺘﺨﺪﺍﻡ ‪.FlourishDx‬‬

‫|‪24 © People Diagnostix 2020‬‬

|© People Diagnostix 202025
 ‫ﺗﻘﺪﻳﻢﺍﻟﻌﻘﻠﻴﺔ‬

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‫ﺍﻟﺘﻮﻋﻴﺔﺍﻟﺼﺤﻴﺔ‬
‫ﺍﻟﺘﻌﻠﻴﻢﻟﻠﺠﻤﻴﻊ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦ‬

‫ﻗﺪﺗﻤﻴﻞ ﺑﻌﺾ ﺍﻟﻤﻨﻈﻤﺎﺕ ﺇﻟﻰ ﺍﻟﺘﺴﺮﻉ ﻓﻲ ﻗﻴﺎﺱ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ )ﻭﻣﻦ‬
‫ﺻﻼﺣﻴﺎﺕﺍﻟﻤﻨﻈﻤﺔ ﺇﺫﺍ ﻗﺮﺭﺕ ﺃﻥ ﻫﺬﻩ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺔ ﺟﻴﺪﺓ(‪ .‬ﻳﻤﻜﻦ ﺗﺤﺴﻴﻦ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺇﺫﺍ ﻛﺎﻥ‬
‫ﺍﻟﺘﺜﻘﻴﻒﺣﻮﻝ ﺍﻟﺘﻮﻋﻴﺔ ﺑﺎﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻳﺴﺒﻖ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﺴﺢ ﻭﺗﻄﻮﻳﺮ ﺧﻄﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‪ .‬ﻛﻤﺎ ﻫﻮ‬
‫ﻣﺸﺎﺭﺇﻟﻴﻪ ﻓﻲ ﺍﻟﻘﺴﻢ ‪ ، 1‬ﻳﺮﻯ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺃﻥ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻣﺮﺍﺩﻓﺔ ﻟﻠﻤﺮﺽ ﺍﻟﻌﻘﻠﻲ‪ .‬ﻟﺬﻟﻚ ﺑﺪﻭﻥ‬
‫ﺗﻌﻠﻴﻢ ‪،‬ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﻳﻘﺪﻡ ﺍﻟﻤﻮﻇﻔﻮﻥ ﻣﺪﺧﻼﺕ ﻣﺤﺪﻭﺩﺓ ﺃﻭ ﻣﺸﻮﻫﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺘﺤﺪﻳﺪ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ‬
‫ﻭﻛﻴﻔﻴﺔﻣﻌﺎﻟﺠﺘﻬﺎ‪.‬‬

‫ﻣﻦﺍﻷﺩﻭﺍﺕ ﻓﻲ ﺣﺎﻟﺔ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺍﺭﺗﻔﺎﻋﺎﺕ ﺃﻭ ﺃﺷﻜﺎﻝ‬ ‫ﺍﻟﻤﺸﺎﺭﻛﺔﺍﻹﻟﺰﺍﻣﻴﺔ ﻣﻘﺎﺑﻞ ﺍﻟﻤﺸﺎﺭﻛﺔ‬

‫ﺃﺧﺮﻯﻣﻦ ﻣﻌﺪﺍﺕ ﺍﻟﺤﻤﺎﻳﺔ ﺍﻟﺸﺨﺼﻴﺔ ﻓﻲ ﺍﻟﺤﺎﻻﺕ ﺍﻟﺘﻲ‬
‫ﻳﻮﺟﺪﻓﻴﻬﺎ ﺍﺣﺘﻤﺎﻝ ﺣﺪﻭﺙ ﺿﺮﺭ‪.‬‬
‫ﻧﻈﺮﺍًﻷﻥ ﺟﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻳﻤﻜﻦ ﺃﻥ ﻳﺘﺄﺛﺮﻭﺍ ﺑﻀﻐﻮﻁ‬
‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ ‪ ،‬ﻳﺠﺐ ﺗﺰﻭﻳﺪ ﺟﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﺑﺎﻟﺘﺪﺭﻳﺐﻣﻦ ﺃﺟﻞ ﻓﻬﻢ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻭﺍﻟﻮﻗﺎﻳﺔ ﻣﻦ‬
‫ﺍﻷﻣﺮﺍﺽﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻹﺟﻬﺎﺩ‪ .‬ﻳﺠﺐ ﺃﻥ ﺗﺄﺧﺬ ﺍﻟﺼﺤﺔ‬
‫ﻭﺍﻟﺴﻼﻣﺔﻣﻠﻜﻴﺔ ﻫﺬﻩ ﺍﻟﺒﺮﺍﻣﺞ ﺍﻟﺘﺪﺭﻳﺒﻴﺔ ‪ ،‬ﻭﺗﻬﺪﻑ ﺇﻟﻰ‬
‫ﻣﻌﺪﻻﺕﺇﺗﻤﺎﻡ ‪ .٪ 100‬ﻋﻨﺪﻣﺎ ﻳﺪﺧﻞ ﺍﻟﻤﻮﻇﻔﻮﻥ‬
‫ﺍﻟﺠﺪﺩﺇﻟﻰ ﺍﻟﻌﻤﻞ ‪ ،‬ﻳﺠﺐ ﻋﻠﻴﻬﻢ ﺇﻛﻤﺎﻝ ﻫﺬﺍ ﺍﻟﺘﺪﺭﻳﺐ‬
‫ﻛﺠﺰءﻣﻦ ﺗﻌﺮﻳﻔﻬﻢ ﺑﻘﻀﺎﻳﺎ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻓﻲ‬
‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ ﺍﻷﺧﺮﻯ‪.‬‬
‫ﻋﻠﻰﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ ‪ ،‬ﻟﻦ ﺗﺴﻤﺢ ﻟﻸﺷﺨﺎﺹ ﺑﺎﺧﺘﻴﺎﺭ ﻣﺎ‬
‫ﺍﻟﻄﻮﻋﻴﺔﻓﻲ ﺍﻟﺘﺪﺭﻳﺐ‬
‫ﻫﻨﺎﻙﺷﻌﻮﺭ ﺷﺎﺉﻊ ﻟﺪﻯ ﺍﻟﻤﻨﻈﻤﺎﺕ ﻫﻮ ﺃﻥ ﻣﺸﺎﺭﻛﺔ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﻓﻲ ﻣﺒﺎﺩﺭﺍﺕ ﺍﻟﺮﻓﺎﻫﻴﺔ ﻳﺠﺐ ﺃﻥ ﺗﻜﻮﻥ‬
‫ﻋﻠﻰﺃﺳﺎﺱ ﻃﻮﻋﻲ‪.‬‬
‫ﻗﺪﻳﻜﻮﻥ ﻫﺬﺍ ﺻﺤﻴﺤﺎً ‪ ،‬ﻟﻜﻦ ﻫﻨﺎﻙ ﻣﺘﻄﻠﺒﺎﺕ‬
‫ﻣﺨﺘﻠﻔﺔﻋﻨﺪﻣﺎ ﻳﺘﻌﻠﻖ ﺍﻷﻣﺮ ﺑﺎﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‪.‬‬
‫ﻫﻨﺎﻙﺣﺎﺟﺔ ﺇﻟﻰ ﺃﻗﺼﻰ ﻗﺪﺭ ﻣﻦ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﻫﺬﻩ‬
‫ﺍﻟﻤﺒﺎﺩﺭﺍﺕﻣﻦ ﺃﺟﻞ ﺍﻟﺤﺼﻮﻝ ﻋﻠﻰ ﺍﻟﻨﺘﺎﺉﺞ ﺍﻟﻤﺮﺟﻮﺓ‬
‫ﻟﻠﻮﻗﺎﻳﺔﻣﻦ ﺍﻟﻤﺮﺽ ﻭﺍﻹﺻﺎﺑﺔ‪.‬‬
‫ﺇﺫﺍﻛﺎﻧﻮﺍ ﻗﺪ ﺗﻌﻠﻤﻮﺍ ﺗﻘﻨﻴﺎﺕ ﺍﻟﻤﻨﺎﻭﻟﺔ ﺍﻟﻴﺪﻭﻳﺔ‬
‫ﺍﻟﻤﻨﺎﺳﺒﺔﺇﺫﺍ ﻛﺎﻧﺖ ﻭﻇﻴﻔﺘﻬﻢ ﺗﺘﻄﻠﺐ ﻋﻤﻼ ًﺑﺪﻧﻴﺎً‬
‫ﻣﻨﺘﻈﻤﺎً‪.‬ﻭﺑﺎﻟﻤﺜﻞ ‪ ،‬ﻟﻦ ﺗﺴﻤﺢ ﻟﻠﻤﻮﻇﻔﻴﻦ ﺑﺎﺧﺘﻴﺎﺭ‬
‫ﻭﻗﺖﺍﻻﺳﺘﺨﺪﺍﻡ ﻭﻣﻜﺎﻧﻪ‬

‫|‪26 © People Diagnostix 2020‬‬

 ‫ﻳﺤﺘﻮﻱ‪ FlourishDx‬ﻋﻠﻰ ﻣﻠﻒﺩﻭﺭﺓ ﺗﻮﻋﻴﺔ ﺑﺎﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ‪ .‬ﻭﻫﻲ ﻣﻨﺎﺳﺒﺔ‬
‫ﻟﺠﻤﻴﻊﺍﻟﻤﻮﻇﻔﻴﻦ ‪ ،‬ﻭﻫﻲ ﺗﻐﻄﻲ ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ‪ ،‬ﻣﻦ ﻓﻬﻢ‬
‫ﺍﻷﻣﺮﺍﺽﺍﻟﺸﺎﺉﻌﺔ )ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﻘﻠﻖ ﻭﺍﻻﻛﺘﺉﺎﺏ( ‪ ،‬ﺇﻟﻰ ﺯﻳﺎﺩﺓ ﺍﻟﻤﺮﻭﻧﺔ‬
‫ﻭﺍﻟﺒﻘﺎءﻓﻲ ﺣﺎﻟﺔ ﺟﻴﺪﺓ ‪ ،‬ﺇﻟﻰ ﺗﺤﺴﻴﻦ ﺍﻟﺮﻓﺎﻫﻴﺔ ﻣﻦ ﺧﻼﻝ ﻋﻠﻢ ﺍﻟﻨﻔﺲ ﺍﻹﻳﺠﺎﺑﻲ‪.‬‬
‫ﻣﺘﺎﺡﻋﺒﺮ ﺍﻹﻧﺘﺮﻧﺖ ‪ ،‬ﻋﻠﻰ ﺃﻱ ﺟﻬﺎﺯ ‪ ،‬ﻭﻳﻤﻜﻦ ﺇﺗﺎﺣﺘﻪ ﺑﺴﺮﻋﺔ ﻋﻠﻰ ﻧﻄﺎﻕ ﻭﺍﺳﻊ‬
‫ﻟﺠﻤﻴﻊﺍﻟﻤﻮﻇﻔﻴﻦ ﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻦ ﺍﻟﻤﻮﻗﻊ‪.‬‬

‫ﺗﺴﺘﺨﺪﻡﺩﻭﺭﺓ ﺍﻟﺘﻮﻋﻴﺔ ﺑﺎﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﻔﻴﺪﻳﻮ ﺍﻟﻤﺘﺤﺮﻙ ﻛﻮﺳﻴﻂ ﺗﺪﺭﻳﺐ‬

‫ﺃﺳﺎﺳﻲﻹﺷﺮﺍﻙ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﺍﻟﻤﺤﺘﻮﻯ ‪ ،‬ﻭﺯﻳﺎﺩﺓ ﻧﻘﻞ ﺍﻟﻤﻌﺮﻓﺔ ﻭﻓﻬﻢ ﺍﻷﻓﻜﺎﺭ‬
‫ﺍﻟﻤﻌﻘﺪﺓﺃﺣﻴﺎﻧﺎً‪ .‬ﻭﻓﻘﺎً ﻷﻓﻀﻞ ﺍﻟﻤﻤﺎﺭﺳﺎﺕ ‪ ،‬ﺗﻜﻮﻥ ﺟﻤﻴﻊ ﻣﻘﺎﻃﻊ ﺍﻟﻔﻴﺪﻳﻮ‬
‫ﻗﺼﻴﺮﺓ)‪ 5-2‬ﺩﻗﺎﺉﻖ( ‪ ،‬ﻣﻦ ﺃﺟﻞ ﺟﺬﺏ ﺍﻧﺘﺒﺎﻩ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﺗﻌﺰﻳﺰ ﻧﺘﺎﺉﺞ ﺍﻟﺘﻌﻠﻢ‪.‬‬
‫ﻛﻞﻣﻘﻄﻊ ﻓﻴﺪﻳﻮ ﻣﺼﺤﻮﺏ ﺑﺪﻟﻴﻞ ﻣﻨﺎﻗﺸﺔ ﻟﻠﻘﺎﺉﺪ ‪ ،‬ﻣﻦ ﺃﺟﻞ ﺗﻘﺪﻳﻢ ﺍﻟﻤﺤﺘﻮﻯ‬
‫ﻓﻲﻧﻬﺞ ﺍﻟﺘﻌﻠﻢ ﺍﻟﻤﺪﻣﺞ )ﻋﻠﻰ ﻋﻜﺲ ﺍﻟﺘﻌﻠﻢ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ﺍﻟﺒﺤﺖ(‪.‬‬

‫ﻧﺼﺎﺉﺢﻟﻨﺠﺎﺡ ﺍﻟﺘﺪﺭﻳﺐ‬
‫ﻭﺿﺢﻟﻠﻤﻮﻇﻔﻴﻦ ﺑﻮﺿﻮﺡ ﺳﺒﺐ ﺭﻏﺒﺘﻚ ﻓﻲ ﺇﻛﻤﺎﻝ ﺗﺪﺭﻳﺐ ﺍﻟﺘﻮﻋﻴﺔ ﺑﺎﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‪ .‬ﺍﺭﺑﻂ ﺑﻘﻴﻢ ‪/‬‬
‫ﺳﻴﺎﺳﺎﺕﺍﻟﺸﺮﻛﺔ ﺣﻴﺜﻤﺎ ﺃﻣﻜﻦ ﺫﻟﻚ‪ .‬ﻳﻤﻜﻦ ﺃﻥ ﻳﺤﺪﺙ ﻫﺬﺍ ﺍﻻﺗﺼﺎﻝ ﻋﺒﺮ ﺍﻟﺒﺮﻳﺪ ﺍﻹﻟﻜﺘﺮﻭﻧﻲ ‪ ،‬ﺃﻭ ﻓﻲ‬
‫ﺍﺟﺘﻤﺎﻋﺎﺕﺍﻟﻤﺠﻤﻮﻋﺔ )ﻣﻔﻀﻞ(‪.‬‬
‫ﺧﺼﺺﻭﻗﺘﺎً ﻟﻠﻤﻮﻇﻔﻴﻦ ﻹﻛﻤﺎﻝ ﻭﺣﺪﺍﺕ ﺍﻟﺘﺪﺭﻳﺐ )ﺑﺪﻻ ًﻣﻦ ﺗﻮﻗﻊ ﺃﻥ ﻳﺘﻨﺎﺳﺒﻮﺍ ﻣﻊ ﺍﻷﻭﻟﻮﻳﺎﺕ ﺍﻷﺧﺮﻯ(‪.‬‬

‫ﺃﻛﻤﻞﺃﻭﻝ ‪ 3-2‬ﻭﺣﺪﺍﺕ ﻣﻌﺎً ﻛﻤﺠﻤﻮﻋﺔ ‪ ،‬ﺛﻢ ﺷﺠﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻋﻠﻰ ﺍﻟﻘﻴﺎﻡ ﺑﺎﻟﺒﺎﻗﻲ ﺑﺄﻧﻔﺴﻬﻢ‪.‬‬

‫ﺍﺳﺘﺨﺪﻡﺃﺩﻟﺔ ﻣﻨﺎﻗﺸﺔ ﺍﻟﻘﺎﺉﺪ ﺍﻟﻤﺘﺎﺣﺔ ﻟﻠﻘﻴﺎﻡ ﺑﺎﻟﻤﻮﺍﺿﻴﻊ ﻛﻤﺠﻤﻮﻋﺔ ﻣﻦ ﻭﻗﺖ ﻵﺧﺮ‪ .‬ﻫﺬﺍ ﻳﻤﻜﻦ ﺃﻥ ﻳﻌﺰﺯ‬
‫ﺗﺠﺮﺑﺔﺍﻟﺘﻌﻠﻢ ﺣﻴﺚ ﻳﻤﻜﻦ ﻟﻠﻤﻮﻇﻔﻴﻦ ﺍﻟﺘﻌﻠﻢ ﻣﻦ ﺑﻌﻀﻬﻢ ﺍﻟﺒﻌﺾ ‪ ،‬ﻭﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺗﻨﺸﻴﻄﺎً ﺟﻴﺪﺍً ﺇﺫﺍ ﺗﻢ‬
‫ﺍﻻﻧﺘﻬﺎءﻣﻦ ﺍﻟﺘﺪﺭﻳﺐ ﻣﻨﺬ ﻓﺘﺮﺓ ﻃﻮﻳﻠﺔ‪.‬‬

‫‪|© People Diagnostix 202027‬‬

 ‫ﺍﻟﺼﺤﺔﺍﻟﻨﻔﺴﻴﺔ‬
‫ﺍﻟﺘﺪﺭﻳﺐﻋﻠﻰ ﺍﻹﺩﺭﺍﻙ‬
‫ﺍﻟﻤﻮﺍﺿﻴﻊ‬ ‫ﺃﻫﺪﺍﻑﺍﻟﺘﻌﻠﻢ‬
‫‪.1‬ﻣﺎ ﻫﻲ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ؟‬ ‫ﺳﺘﺴﺎﻋﺪﻫﺬﻩ ﺍﻟﺪﻭﺭﺓ ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦ‪:‬‬
‫‪.2‬ﺍﻟﻘﻠﻖ‬ ‫ﺍﻓﻬﻢﺳﻠﺴﻠﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ‬
‫‪.3‬ﺍﻻﻛﺘﺉﺎﺏ‬ ‫ﺍﻛﺘﺸﺎﻑﺃﻋﺮﺍﺽ ﺍﻷﻣﺮﺍﺽ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﺸﺎﺉﻌﺔ )ﺑﻤﺎ‬
‫‪.4‬ﺍﺿﻄﺮﺍﺏ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﻤﻮﺍﺩ ﺍﻟﻤﺨﺪﺭﺓ‬ ‫ﻓﻲﺫﻟﻚ ﺍﻻﻛﺘﺉﺎﺏ ﻭﺍﻟﻘﻠﻖ(‬
‫‪.5‬ﺗﺤﺴﻴﻦ ﺍﻟﻤﺮﻭﻧﺔ‬ ‫ﺗﻌﺮﻑﻋﻠﻰ ﻋﻮﺍﻣﻞ ﺍﻟﺨﻄﺮ ﺍﻟﺸﺎﺉﻌﺔ ﻭﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﻮﻗﺎﺉﻴﺔ‬
‫ﻟﻠﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ‬
‫‪.6‬ﺍﻻﻧﺨﺮﺍﻁ ﻓﻲ ﺍﺳﺘﺠﺎﺑﺔ ﺍﻻﺳﺘﺮﺧﺎء‬
‫ﺍﻛﺘﺴﺎﺏﺍﻟﻤﻌﺮﻓﺔ ﻭﺍﻟﻤﻬﺎﺭﺍﺕ ﺍﻟﻌﻤﻠﻴﺔ ﻟﺘﺤﺴﻴﻦ‬
‫‪.7‬ﺗﺤﺪﻱ ﺍﻟﺘﻔﻜﻴﺮ ﻏﻴﺮ ﺍﻟﻤﻔﻴﺪ‬
‫ﺍﻟﺮﻓﺎﻫﻴﺔ‬
‫ﺍﻃﻠﺐﺍﻟﻤﺴﺎﻋﺪﺓ ﻓﻲ ﻣﺸﺎﻛﻞ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻋﻨﺪ‬
‫‪.8‬ﺍﻟﻨﻈﺎﻡ ﺍﻟﻐﺬﺍﺉﻲ‬

‫‪.9‬ﺗﻤﺮﻳﻦ‬ ‫ﺍﻟﺤﺎﺟﺔ‬
‫‪.10‬ﺍﻟﻨﻮﻡ‬
‫‪.11‬ﺍﻟﻤﺸﺎﻋﺮ ﺍﻹﻳﺠﺎﺑﻴﺔ‬
‫‪.12‬ﺍﻻﺷﺘﺒﺎﻙ )ﺍﻟﺘﺪﻓﻖ(‬
‫‪.13‬ﺍﻟﻌﻼﻗﺎﺕ ﺍﻹﻳﺠﺎﺑﻴﺔ‬
‫‪.14‬ﺟﺪﻭﻯ‬
‫‪.15‬ﺍﻹﻧﺠﺎﺯ‬
‫‪.16‬ﺩﻋﻢ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ‬

‫|‪28 © People Diagnostix 2020‬‬

|© People Diagnostix 202029
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‫ﺗﻘﺪﻳﻢﺇﺿﺎﻓﻴﺔ‬
‫ﺍﻟﺘﺪﺭﻳﺐﻋﻠﻰ ﺍﻟﺨﻂ‬
‫ﻣﺪﺭﺍء‬

‫ﻳﺘﺤﻤﻞﺍﻟﻤﺪﻳﺮﻭﻥ ﺍﻟﻤﺒﺎﺷﺮﻭﻥ ﻣﺴﺆﻭﻟﻴﺎﺕ ﻣﺤﺪﺩﺓ ﻹﻧﺸﺎء ﻣﻜﺎﻥ ﻋﻤﻞ ﺻﺤﻲ ﻭﺁﻣﻦ ﻧﻔﺴﻴﺎ‪ ً.‬ﻣﻦ ﻣﻨﻈﻮﺭ‬
‫ﺍﻻﻣﺘﺜﺎﻝﻟـ ‪ ، WHS‬ﻳﺸﻤﻞ ﺫﻟﻚ ﻓﻬﻢ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺗﺨﻔﻴﻔﻬﺎ ‪ ،‬ﻭﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺇﺩﺍﺭﺓ ﺍﻹﺻﺎﺑﺎﺕ ﻭﺍﻟﻌﻮﺩﺓ‬
‫ﺇﻟﻰﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﻌﻤﻞ ﺑﻌﺪ ﻏﻴﺎﺏ ﺍﻟﻤﺮﺽ ﻋﻦ ﺍﻟﻤﻮﻇﻒ‪ .‬ﺭﺑﻤﺎ ﺍﻷﻫﻢ ﻣﻦ ﺫﻟﻚ ‪ ،‬ﺃﻥ ﺍﻟﻤﺪﻳﺮﻳﻦ ﺍﻟﺘﻨﻔﻴﺬﻳﻴﻦ‬
‫ﻣﺴﺆﻭﻟﻮﻥﻋﻦ ﺧﻠﻖ ﺛﻘﺎﻓﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻹﻳﺠﺎﺑﻴﺔ‪ .‬ﻳﻤﻜﻦ ﺗﺤﻘﻴﻖ ﺫﻟﻚ ﺇﻟﻰ ﺣﺪ ﻛﺒﻴﺮ ﻣﻦ ﺧﻼﻝ ﺍﻟﻘﻴﺎﺩﺓ‬
‫ﺑﺎﻟﻘﺪﻭﺓ‪.‬‬

‫ﻭﺣﺪﺍﺕﺗﺪﺭﻳﺒﻴﺔ ﻟﺰﻳﺎﺩﺓ ﺍﻟﻤﻌﺮﻓﺔ ﻭﺍﻹﻟﻤﺎﻡ ﺑﻬﺬﻩ‬
‫ﺍﻟﻤﺴﺆﻭﻟﻴﺎﺕ ‪،‬ﻭﻛﻴﻔﻴﺔ ﺍﻻﺳﺘﻔﺎﺩﺓ ﻣﻦ ﻣﻨﺼﺔ‬
‫‪ FlourishDx‬ﻟﻠﻮﻓﺎء ﺑﻬﺎ‪.‬‬
‫ﺗﻌﺪﺍﻟﺘﻮﻋﻴﺔ ﺑﺎﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ )ﺟﻤﻴﻊ ﺩﻭﺭﺍﺕ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦ( ﺷﺮﻃﺎً ﺃﺳﺎﺳﻴﺎً ﻹﻛﻤﺎﻝ ﻫﺬﺍ‬
‫ﺍﻟﺘﺪﺭﻳﺐ‪.‬‬
‫ﻟﻜﻲﻳﻜﻮﻥ ﺍﻟﻤﺪﻳﺮﻭﻥ ﺍﻟﺘﻨﻔﻴﺬﻳﻮﻥ ﻋﻠﻰ ﺩﺭﺍﻳﺔ ﺑﻬﺬﻩ‬
‫ﺍﻟﻤﺴﺆﻭﻟﻴﺎﺕ ‪،‬ﺳﻴﺤﺘﺎﺟﻮﻥ ﺇﻟﻰ ﺃﻥ ﻳﻜﻮﻧﻮﺍ‬
‫ﻣﺘﻌﻠﻤﻴﻦ‪.‬ﻳﻤﻜﻦ ﺗﺤﻘﻴﻖ ﺫﻟﻚ ﻣﻦ ﺧﻼﻝ ﺟﻌﻞ‬
‫ﺍﻟﻤﺪﻳﺮﻳﻦﺍﻟﻤﺒﺎﺷﺮﻳﻦ ﻳﻜﻤﻠﻮﻥ ﺗﺪﺭﻳﺐ "ﺍﻟﺼﺤﺔ‬
‫ﻭﺍﻟﺴﻼﻣﺔﺍﻟﻨﻔﺴﻴﺔ ﻟﻤﺪﻳﺮﻱ ﺍﻟﺨﻄﻮﻁ" ﺩﺍﺧﻞ ﻣﻨﺼﺔ‬
‫‪ .FlourishDx‬ﻫﺬﻩ ﺍﻟﺪﻭﺭﺓ ﺍﻟﻘﺼﻴﺮﺓ ﺗﻀﻢ ﺧﻤﺴﺔ‬

‫|‪30 © People Diagnostix 2020‬‬

 ‫ﺍﻟﺼﺤﺔﺍﻟﻨﻔﺴﻴﺔ‬
‫ﻭﺍﻟﺴﻼﻣﺔﻟﻤﺪﻳﺮﻱ ﺍﻟﺨﻄﻮﻁ‬
‫ﺍﻟﻤﻮﺍﺿﻴﻊ‬
‫‪.1‬ﻣﺴﺆﻭﻟﻴﺎﺕ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻤﺒﺎﺷﺮ ﻋﻦ ﺍﻟﺼﺤﺔ‬
‫ﻭﺍﻟﺴﻼﻣﺔﺍﻟﻨﻔﺴﻴﺔ‬
‫‪.2‬ﺗﺤﺪﻳﺪ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
‫‪.3‬ﺍﻟﺴﻴﻄﺮﺓ ﻋﻠﻰ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
‫‪.4‬ﻣﺮﺍﺟﻌﺔ ﺍﻟﻤﺨﺎﻃﺮ ﻭﺇﺟﺮﺍءﺍﺕ ﺍﻟﺘﺤﻜﻢ‬
‫‪.5‬ﺩﻋﻢ ﺍﻟﻌﻮﺩﺓ ﺇﻟﻰ ﺍﻟﻌﻤﻞ‬
‫ﻓﻬﻢﺩﻭﺭ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻤﺒﺎﺷﺮ ﻓﻲ ﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻋﻠﻰ‬
‫‪|© People Diagnostix 202031‬‬
‫ﺃﻫﺪﺍﻑﺍﻟﺘﻌﻠﻢ‬
‫ﺳﺘﺴﺎﻋﺪﻫﺬﻩ ﺍﻟﺪﻭﺭﺓ ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦ‪:‬‬
‫ﻓﻬﻢﺍﻟﻤﺴﺆﻭﻟﻴﺎﺕ ﺍﻟﺮﺉﻴﺴﻴﺔ ﻟﻠﻤﺪﻳﺮ ﺍﻟﻤﺒﺎﺷﺮ ﻟﻠﺼﺤﺔ‬
‫ﻭﺍﻟﺴﻼﻣﺔﺍﻟﻨﻔﺴﻴﺔ‬
‫ﺗﻄﺒﻴﻖﻧﻬﺞ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ ﻟﻠﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ‬
‫ﺍﺳﺘﺨﺪﻡ‪ FlourishDx‬ﺑﺸﻜﻞ ﻓﻌﺎﻝ ﻟﻠﻮﻓﺎء‬
‫ﺑﻤﺴﺆﻭﻟﻴﺎﺕﺍﻟﻤﺪﻳﺮ ﺍﻟﻤﺒﺎﺷﺮ‬
‫ﺍﻟﻌﻮﺩﺓﺇﻟﻰ ﺍﻟﻌﻤﻞ ﺃﻭ ﺍﻟﺒﻘﺎء ﻓﻲ ‪wo‬‬
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‫ﺗﺤﺪﻳﺪﺍﻟﻤﻘﺎﻳﻴﺲ ﺇﻟﻰ‬
‫ﻣﻮﻇﻒﻣﺮﺍﻗﺐ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻨﻔﺴﻴﺔ‬

‫ﻳﺤﺘﻮﻱ‪ FlourishDx‬ﻋﻠﻰ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﻤﻘﺎﻳﻴﺲ ﻣﻦ ﺧﻼﻝ ﻗﺪﺭﺍﺕ ﺍﻻﺳﺘﻄﻼﻉ ﺍﻟﺨﺎﺻﺔ ﺑﻪ ﻟﻔﻬﻢ ﺗﺼﻮﺭﺍﺕ‬
‫ﺍﻟﻤﻮﻇﻒﻋﻦ ﺍﻟﻌﻤﻞ )ﺍﺳﺘﺒﻴﺎﻥ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ( ‪ ،‬ﻭﺍﻟﻤﺆﺷﺮﺍﺕ ﺍﻟﺮﺍﺉﺪﺓ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ )ﻣﺴﺢ ﺍﻻﺯﺩﻫﺎﺭ(‪ .‬ﻟﻔﻬﻢ‬
‫ﺍﻟﺤﺎﻟﺔﺍﻟﺤﺎﻟﻴﺔ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻓﻲ ﻣﻜﺎﻥ ﻋﻤﻠﻚ ﺑﺸﻜﻞ ﻓﻌﺎﻝ ﻭﻣﺮﺍﻗﺒﺔ ﻧﺠﺎﺡ ﺍﻟﻀﻮﺍﺑﻂ ‪ ،‬ﻣﻦ ﺍﻟﻤﻔﻴﺪ ﺃﻳﻀﺎً ﺩﻣﺞ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕﻣﻦ ﻣﺼﺎﺩﺭ ﺃﺧﺮﻯ‪.‬‬

‫ﻗﻴﺎﺳﺎﺕﺇﻧﺘﺎﺟﻴﺔ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ‬ ‫ﺗﺘﻀﻤﻦﺑﻌﺾ ﺍﻷﻣﺜﻠﺔ ﻋﻠﻰ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺪﺍﺧﻠﻴﺔ ﺍﻟﺘﻲ ﻗﺪ‬
‫ﺗﺘﻤﻜﻦﻣﻦ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻬﺎ ﻣﺎ ﻳﻠﻲ‪:‬‬
‫ﺗﻘﺎﺭﻳﺮﻭﻣﻄﺎﻟﺒﺎﺕ ﺍﻟﺘﻨﻤﺮ ﻭﺍﻟﺘﺤﺮﺵ ﺍﻟﺠﻨﺴﻲ‬ ‫ﻣﻌﺪﻻﺕﺍﻟﻐﻴﺎﺏ ﻭﺍﻟﺘﻘﺎﺭﻳﺮ ﺍﻟﻤﺴﺘﺤﻘﺔ‬
‫)ﻏﻴﺮ ﺍﻟﻤﺄﺧﻮﺫﺓ( ﻣﻄﺎﻟﺒﺎﺕ ﺍﻹﺟﻬﺎﺩ‬
‫ﻣﻦﺍﻷﻓﻀﻞ ﺗﺠﻤﻴﻊ ﻫﺬﻩ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻓﻲ ﺃﻗﺮﺏ ﻭﻗﺖ‬
‫ﻣﻤﻜﻦﻓﻲ ﺭﺣﻠﺘﻚ ﻹﻧﺸﺎء ﻣﻜﺎﻥ ﻋﻤﻞ ﺻﺤﻲ ﻭﺁﻣﻦ‬
‫ﻣﻌﺪﻻﺕﺍﻟﺤﻮﺍﺩﺙ ﻭﺍﻹﺻﺎﺑﺎﺕ )‬
‫ﻧﻔﺴﻴﺎ‪ً.‬ﻗﻢ ﺑﻤﺮﺍﺟﻌﺔ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻤﺤﺪﺛﺔ ﺑﺸﻜﻞ ﺩﻭﺭﻱ )‬
‫ﺑﻤﺎﻓﻲ ﺫﻟﻚ ﺍﻟﺴﺒﺐ(‬
‫ﻋﻠﻰﺍﻷﻗﻞ ‪ 2-1‬ﻣﺮﺍﺕ ﻓﻲ ﺍﻟﺴﻨﺔ( ﻣﻦ ﺃﺟﻞ ﺗﺤﺪﻳﺪ‬
‫ﺍﻻﺗﺠﺎﻫﺎﺕ‪.‬‬ ‫ﺩﻋﺎﻭﻯﺗﻌﻮﻳﺾ ﺍﻟﻌﻤﺎﻝ‬
‫ﺍﺳﺘﺨﺪﺍﻡﻭﺍﺗﺠﺎﻫﺎﺕ ﺑﺮﻧﺎﻣﺞ ﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕﺍﻟﺮﺍﺉﺪﺓ ﻣﻘﺎﺑﻞ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻔﺎﺻﻠﺔ‬
‫ﺍﺳﺘﺨﺪﺍﻡﺑﺮﻧﺎﻣﺞ ﺩﻋﻢ ﺍﻷﻗﺮﺍﻥ ﻭﺍﺗﺠﺎﻫﺎﺕ‬
‫ﻋﻨﺪﺍﺗﺨﺎﺫ ﻗﺮﺍﺭ ﺑﺸﺄﻥ ﺟﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻣﻦ ﺃﺟﻞ‬
‫ﻣﺮﺍﻗﺒﺔﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻒ ‪ ،‬ﺳﺘﺤﺘﺎﺝ ﺃﻳﻀﺎً‬ ‫ﺗﻌﺎﻃﻲﺍﻟﻤﺨﺪﺭﺍﺕ ﺍﻟﻤﺒﻠﻎ ﻋﻨﻬﺎ ﺫﺍﺗﻴﺎً‬
‫ﺇﻟﻰﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ﺍﻟﻤﻘﺎﻳﻴﺲ ﺍﻟﺮﺍﺉﺪﺓ ﻣﻘﺎﺑﻞ‬ ‫ﺍﻟﺤﻮﺍﺩﺙﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﻤﺨﺪﺭﺍﺕ ﻭ ‪ /‬ﺃﻭ ﺍﻟﻜﺤﻮﻝ‬
‫ﺍﻟﺘﺄﺧﺮ‪.‬ﺑﻴﺎﻧﺎﺕ ﺍﻟﺘﺄﺧﻴﺮ ‪ ،‬ﻛﻤﺎ ﻳﻮﺣﻲ ﺍﻻﺳﻢ ‪ ،‬ﻫﻲ‬ ‫ﻣﻼﺣﻈﺎﺕﻣﺮﺍﺟﻌﺔ ﺃﺩﺍء ﺍﻟﻤﻮﻇﻒ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕﺍﻟﺘﻲ ﺗﺤﺪﺙ ﺑﻌﺪ ﻣﺮﺽ ﺃﻭ ﺇﺻﺎﺑﺔ‪ .‬ﻓﻴﻤﺎ‬
‫ﻳﺘﻌﻠﻖﺑﺎﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ‪ ،‬ﻗﺪ ﻳﺸﻤﻞ ﺫﻟﻚ ﻏﻴﺎﺏ‬ ‫ﻣﻌﺪﻻﺕﺍﻟﺪﻭﺭﺍﻥ‬
‫ﺍﻟﻤﺮﺽﻏﻴﺮ ﺍﻟﻤﺒﺮﺭ ‪ ،‬ﺍﻟﻌﺎﻣﻞ‬
‫ﺑﻴﺎﻧﺎﺕﻣﻘﺎﺑﻠﺔ ﺍﻟﺨﺮﻭﺝ‬

‫|‪32 © People Diagnostix 2020‬‬

‫ﻳﻘﻴﻢﻫﺬﺍ ﺍﻟﻤﺴﺢ ﺍﻟﻤﻜﻮﻥ ﻣﻦ ‪ 36‬ﻋﻨﺼﺮﺍً ﺍﻟﺪﺭﺟﺔ ﺍﻟﺘﻲ ﻃﻮﺭ ﺑﻬﺎ‬ ‫ﻣﻄﺎﻟﺒﺎﺕﺍﻟﺘﻌﻮﻳﺾ ﻭﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﺘﻲ ﺗﻢ ﺟﻤﻌﻬﺎ ﻣﻦ ﻣﻘﺎﺑﻼﺕ‬
‫ﺍﻷﻓﺮﺍﺩﺭﻛﺎﺉﺰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﺠﻴﺪﺓ‪ .‬ﺗﺸﻤﻞ ﻫﺬﻩ ﺍﻟﺮﻛﺎﺉﺰ‬ ‫ﺍﻟﺨﺮﻭﺝ‪.‬ﺗﺨﺘﺎﺭ ﺑﻌﺾ ﺍﻟﺸﺮﻛﺎﺕ ﺃﻳﻀﺎً ﻗﻴﺎﺱ ﺍﻟﻀﻐﻂ ﺍﻟﻨﻔﺴﻲ )‬
‫ﺍﻟﻤﺸﺎﻋﺮﺍﻹﻳﺠﺎﺑﻴﺔ ‪ ،‬ﻭﺍﻟﺘﺪﻓﻖ ‪ ،‬ﻭﺍﻟﻌﻼﻗﺎﺕ ﺍﻹﻳﺠﺎﺑﻴﺔ ‪،‬‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡﺃﺩﺍﺓ ﻣﺴﺢ ﻣﺜﻞﻣﻘﻴﺎﺱ ﻛﻴﺴﻠﺮ ﻟﻼﺿﻄﺮﺍﺏ ﺍﻟﻨﻔﺴﻲ‬
‫ﻭﺍﻟﺠﺪﻭﻯ ‪،‬ﻭﺍﻻﻛﺘﻔﺎء ﺍﻟﺬﺍﺗﻲ ‪ ،‬ﻭﺍﻹﻧﺠﺎﺯ ‪ ،‬ﻭﺍﻟﻨﻮﻡ‪ .‬ﻣﺜﻞ ﺭﻛﺎﺉﺰ‬ ‫‪ ، (15‬ﺃﻭ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻻﻛﺘﺉﺎﺏ ﻭﺍﻟﻘﻠﻖ ﻭﺍﻟﺘﻮﺗﺮ )ﺍﻷﻛﺜﺮ ﺷﻴﻮﻋﺎً‬
‫ﺍﻟﺼﺤﺔﺍﻟﺒﺪﻧﻴﺔ )ﻣﺜﻞ ﺍﻟﺘﻐﺬﻳﺔ ﻭﺍﻟﺘﻤﺎﺭﻳﻦ ﺍﻟﺮﻳﺎﺿﻴﺔ( ‪ ،‬ﻛﻠﻤﺎ ﺗﻢ‬ ‫ﺍﻟﺘﻲﻳﺘﻢ ﺗﻘﻴﻴﻤﻬﺎ ﺑﺎﺳﺘﺨﺪﺍﻡﺩﺍﺱ‪.( 16‬‬
‫ﺗﻄﻮﻳﺮﺭﻛﺎﺉﺰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻫﺬﻩ ‪ ،‬ﻗﻞ ﺍﺣﺘﻤﺎﻝ ﺇﺻﺎﺑﺔ ﺍﻟﻔﺮﺩ‬
‫ﺑﻤﺮﺽ ‪،‬ﻭﺯﺍﺩﺕ ﺍﺣﺘﻤﺎﻟﻴﺔ ﺗﻌﺮﺿﻪ ﻟﺮﻓﺎﻫﻴﺔ ﻣﺜﺎﻟﻴﺔ‪.‬‬ ‫ﻛﻤﺎﻫﻮ ﺍﻟﺤﺎﻝ ﻣﻊ ﺟﻤﻊ ﺃﻱ ﺑﻴﺎﻧﺎﺕ ‪ ،‬ﻳﺠﺐ ﺃﻥ ﻳﻜﻮﻥ ﻫﻨﺎﻙ‬
‫ﺳﺒﺐﻭﺍﺿﺢ ﻟﺠﻤﻊ ﻫﺬﻩ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﺍﻟﺼﺤﻴﺔ ﺍﻟﺤﺴﺎﺳﺔ ‪،‬‬
‫ﻭﺍﻟﻨﻈﺮﻓﻲ ﻛﻴﻔﻴﺔ ﺟﻤﻊ ﻫﺬﻩ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ ﻭﺗﺨﺰﻳﻨﻬﺎ ﺑﺸﻜﻞ ﺁﻣﻦ ‪،‬‬
‫ﻭﻛﻴﻒﺳﺘﺴﺘﺠﻴﺐ ﺍﻟﻤﻨﻈﻤﺔ ﻟﻮﺍﺟﺐ ﺍﻟﺮﻋﺎﻳﺔ ﻓﻲ ﺗﻮﻓﻴﺮ ﺍﻟﺘﻐﺬﻳﺔ‬
‫ﺇﺫﺍﺗﻢ ﺗﺤﺪﻳﺪ ﺭﻛﻴﺰﺓ ﻣﻌﻴﻨﺔ ﻭﻟﻢ ﻳﺘﻢ ﺗﻄﻮﻳﺮﻫﺎ ﺩﺍﺧﻞ ﻣﺠﻤﻮﻋﺔ‬ ‫ﺍﻟﺮﺍﺟﻌﺔﻭﺍﻟﺪﻋﻢ‪ .‬ﻟﻸﺷﺨﺎﺹ ﺍﻟﺬﻳﻦ ﻳﻜﻤﻠﻮﻥ ﺍﻻﺳﺘﻄﻼﻉ ﻭﻳﺸﺎﺭ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦ ‪،‬ﻓﻴﻤﻜﻦ ﺍﺳﺘﺨﺪﺍﻡ ﺍﻟﺘﺪﺧﻼﺕ ﺍﻟﻤﺴﺘﻬﺪﻓﺔﺍﺳﺘﺒﺎﻗﻲ‬ ‫ﺇﻟﻰﺍﻻﺿﻄﺮﺍﺏ ‪ /‬ﺍﻟﻀﻴﻖ‪ .‬ﻣﻊ ﻫﺬﺍ ﺍﻟﻤﺴﺘﻮﻯ ﻣﻦ ﺍﻟﺒﻴﺎﻧﺎﺕ ‪،‬‬
‫ﻣﻦﺃﺟﻞ ﺍﻟﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺗﻨﻤﻴﺔ ﺍﻟﻤﻌﺮﻓﺔ ﻭﺍﻟﻤﻬﺎﺭﺍﺕ‪ .‬ﻗﺪ‬ ‫ﻫﻨﺎﻙﺃﻳﻀﺎً ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﻟﺪﻻﺉﻞ ﻋﻠﻰ ﻛﻴﻔﻴﺔ ﻣﻌﺎﻟﺠﺔ‬
‫ﺗﺘﻀﻤﻦﻫﺬﻩ ﺍﻟﺘﺪﺧﻼﺕ ﻭﺟﺒﺔ ﻏﺪﺍء ﻭﺗﻌﻠﻢ ﻛﻴﻔﻴﺔ ﺭﻋﺎﻳﺔ‬ ‫ﺍﻟﻤﺴﺘﻮﻳﺎﺕﺍﻟﻌﺎﻟﻴﺔ ﻣﻦ ﺍﻟﻜﺮﺏ ﺃﻭ ﺍﻻﺿﻄﺮﺍﺏ )ﺃﻭ ﻣﻨﻊ ﺣﺪﻭﺛﻪ‬
‫ﺍﻟﻌﻼﻗﺎﺕﺍﻹﻳﺠﺎﺑﻴﺔ ‪ ،‬ﺃﻭ ﻭﺭﺷﺔ ﻋﻤﻞ ﺣﻮﻝ ﺗﺤﺪﻳﺪ ﺍﻷﻫﺪﺍﻑ ‪ ،‬ﺃﻭ‬ ‫ﻣﺮﺓﺃﺧﺮﻯ(‪ .‬ﻋﻠﻰ ﻫﺬﺍ ﺍﻟﻨﺤﻮ ‪ ،‬ﻓﺈﻥ ﺍﻻﺳﺘﺠﺎﺑﺔ ﺍﻷﻛﺜﺮ ﺷﻴﻮﻋﺎً‬
‫ﺣﺘﻰﺗﻌﻠﻴﻤﺎﺕ ﺣﻮﻝ ﺍﻟﻴﻘﻈﺔ ﺍﻟﺬﻫﻨﻴﺔ ﻏﻴﺮ ﺍﻟﺮﺳﻤﻴﺔ ﻭﺍﻟﺘﺬﻭﻕ‪.‬‬ ‫ﻟﻘﻀﻴﺔﻣﺤﺪﺩﺓ ﻫﻲ ﺗﻌﺰﻳﺰ ﺍﻟﺘﺪﺧﻼﺕ ﻣﻦ ﺍﻟﺪﺭﺟﺔ ﺍﻟﺜﺎﻟﺜﺔ ﻣﺜﻞ‬
‫ﺑﺮﺍﻣﺞﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺃﻭ ﺍﻟﺘﺪﺭﻳﺐ ﻋﻠﻰ ﺍﻹﺳﻌﺎﻓﺎﺕ ﺍﻷﻭﻟﻴﺔ‬
‫ﻟﻠﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ‪.‬‬
‫ﻳﻤﻜﻦﺃﻥ ﺗﺸﻜﻞ ﺑﻴﺎﻧﺎﺕ ﺍﻟﺘﺄﺧﻴﺮ ﻣﻘﻴﺎﺳﺎً ﻣﻬﻤﺎً ﻓﻲ ﺗﺤﺪﻳﺪ‬
‫ﻧﺠﺎﺡ)ﺃﻭ ﻏﻴﺮ ﺫﻟﻚ( ﻣﺴﺎﻋﻴﻚ ﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﺎﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‬
‫ﺍﻟﻨﻔﺴﻴﺔ‪.‬ﻭﻣﻊ ﺫﻟﻚ ‪ ،‬ﻳﻨﺒﻐﻲ ﺍﻟﻨﻈﺮ ﺑﻌﻨﺎﻳﺔ ﻓﻲ ﺍﺧﺘﻴﺎﺭ ﺟﻤﻊ‬ ‫ﺇﻥﺃﺣﺪ ﺍﻟﺒﺪﺍﺉﻞ ﻟﺠﻤﻊ ﺑﻴﺎﻧﺎﺕ ﺍﻟﺘﺄﺧﺮ ‪ ،‬ﻣﺜﻞ ﺍﻟﻀﻴﻖ‬
‫ﺍﻟﻤﻌﻠﻮﻣﺎﺕﺍﻟﻤﺘﻌﻠﻘﺔ ﺑﻀﻴﻖ ﺃﻭ ﺍﺿﻄﺮﺍﺏ ﺍﻟﻤﻮﻇﻒ ﻓﻲ ﺿﻮء‬ ‫ﺍﻟﻨﻔﺴﻲﺃﻭ ﺍﻻﻛﺘﺉﺎﺏ ‪ ،‬ﻭﺍﻧﺘﺸﺎﺭ ﺍﻟﻘﻠﻖ ﻭﺍﻟﺘﻮﺗﺮ )ﺍﻟﺬﻱ ﻟﻪ‬
‫ﺑﻴﺎﻧﺎﺕﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻤﻮﻇﻒ ﺍﻟﺮﺍﺉﺪﺓ ﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺟﻤﻌﻬﺎ‬ ‫ﻣﺨﺎﻃﺮﻣﺘﺄﺻﻠﺔ ﻭﺍﻟﺘﺰﺍﻣﺎﺕ ﺻﺎﺣﺐ ﺍﻟﻌﻤﻞ( ‪ ،‬ﻫﻮ ﺟﻤﻊ‬
‫ﻭﺍﻟﺘﺼﺮﻑﺑﻨﺎء ًﻋﻠﻴﻬﺎ ﺑﺴﻬﻮﻟﺔ ﺃﻛﺒﺮ‪.‬‬ ‫ﺑﻴﺎﻧﺎﺕﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﺮﺍﺉﺪﺓ‪ .‬ﻳﺤﺘﻮﻱ ‪FlourishDx‬‬
‫ﻋﻠﻰ"‪."Flourish Survey‬‬

‫ﺍﺯﺩﻫﺮﻣﻘﺎﻳﻴﺲ ﺍﻟﻤﺴﺢ ﻭﺃﻣﺜﻠﺔ ﺍﻷﺳﺉﻠﺔ‬

‫ﺳﺆﺍﻝﻣﺜﺎﻝ‬ ‫ﻣﻘﻴﺎﺱﺍﻟﻤﺴﺢ‬
‫ﺍﻻﻣﺘﻨﺎﻥ‪ -‬ﻣﻮﻗﻒ ﺗﻘﺪﻳﺮ ﺣﻴﺚ ﺗﻘﺮ ﺑﺒﻌﺾ ﺍﻟﻔﻮﺍﺉﺪ ﺍﻟﺘﻲ ﺗﻠﻘﻴﺘﻬﺎ‬
‫ﺍﻟﻤﺸﺎﻋﺮﺍﻻﻳﺠﺎﺑﻴﺔ‬

‫ﻛﻨﺖﻣﺴﺘﻐﺮﻗﺎً ﺗﻤﺎﻣﺎً ﻓﻲ ﻣﺎ ﻛﻨﺖ ﺃﻓﻌﻠﻪ‬ ‫ﺍﺳﺘﻴﻌﺎﺏ‬

‫ﺃﻧﺎﻭﺃﺻﺪﻗﺎﺉﻲ ﻧﺜﻖ ﺑﺒﻌﻀﻨﺎ ﺍﻟﺒﻌﺾ‬ ‫ﺍﻟﻌﻼﻗﺎﺕﺍﻹﻳﺠﺎﺑﻴﺔ‬
‫ﻫﻨﺎﻙﻣﺠﻤﻮﻋﺔ ﻭﺍﺣﺪﺓ ﻋﻠﻰ ﺍﻷﻗﻞ ﺃﻧﺎ ﺟﺰء ﻣﻨﻬﺎ ﺣﻴﺚ ﻟﺪﻱ ﺷﻌﻮﺭ ﻗﻮﻱ ﺑﺎﻻﻧﺘﻤﺎء‬
‫ﺍﻻﻧﺘﻤﺎء‬

‫ﻟﺪﻱﺇﺣﺴﺎﺱ ﺑﺎﻻﺗﺠﺎﻩ ﻓﻲ ﺣﻴﺎﺗﻲ‬ ‫ﻏﺮﺽ‬

‫ﺃﺭﻯﻛﻴﻒ ﻳﻤﻜﻨﻨﻲ ﺇﺣﺪﺍﺙ ﻓﺮﻕ ﻓﻲ ﺣﻴﺎﺓ ﺍﻵﺧﺮﻳﻦ‬ ‫ﺗﻮﺍﺻﻞﺍﺟﺘﻤﺎﻋﻲ‬

‫ﺃﻋﻠﻢﺃﻧﻪ ﻳﻤﻜﻨﻨﻲ ﺍﻟﺘﻌﺎﻓﻲ ﺑﺴﺮﻋﺔ ﺇﺫﺍ ﻭﺍﺟﻬﺖ ﻋﻘﺒﺔ‬ ‫ﺍﻟﻜﻔﺎءﺓﺍﻟﺬﺍﺗﻴﺔ‬

‫ﻟﻘﺪﺣﻘﻘﺖ ﺃﺷﻴﺎء ﻓﻲ ﺍﻟﺤﻴﺎﺓ ﺗﻤﻨﺤﻨﻲ ﺍﻟﺮﺿﺎ‬ ‫ﺇﺷﺒﺎﻉ‬
‫ﺣﻮﻝﻛﻢ ﻣﻦ ﺍﻟﻮﻗﺖ ﺗﻨﺎﻡ ﻣﻌﻈﻢ ﺃﻳﺎﻡ ﺍﻷﺳﺒﻮﻉ ‪ /‬ﻟﻴﺎﻟﻲ ﺍﻟﻌﻤﻞ؟‬ ‫ﻣﺪﺓ‬
‫ﻛﻢﻣﻦ ﺍﻟﻮﻗﺖ ﺗﺴﺘﻐﺮﻕ ﻋﺎﺩﺓ ﻟﺘﻐﻔﻮ ﻓﻲ ﺍﻟﻠﻴﻞ؟‬ ‫ﺟﻮﺩﺓ‬

‫ﻓﺤﺺﺍﻷﻣﺮﺍﺽ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﺨﻄﻴﺮﺓ ﻟﺪﻯ ﻋﺎﻣﺔ ﺍﻟﺴﻜﺎﻥ‪ .‬ﺍﻟﻘﻮﺱ ﺍﻟﺠﻨﺮﺍﻝ ‪ Hiripi E et al.‬ﻭ ‪ Gfroerer JC‬ﻭ ‪ Epstein JF‬ﻭ ‪ Colpe LJ‬ﻭ ‪ Barker PR‬ﻭ ‪15 Kessler RC‬‬
‫ﺍﻟﻄﺐﺍﻟﻨﻔﺴﻲ‪ 2003 .‬ﻓﺒﺮﺍﻳﺮ ؛ ‪.9-184 :(2) 60‬‬
‫‪.‬ﺩﻟﻴﻞﻟﻤﻘﺎﻳﻴﺲ ﺍﻟﻘﻠﻖ ﻭﺍﻻﻛﺘﺉﺎﺏ‪ 2) .‬ﺇﺩ‪ (.‬ﺳﻴﺪﻧﻲ‪ :‬ﻣﺆﺳﺴﺔ ﻋﻠﻢ ﺍﻟﻨﻔﺲ ‪16 Lovibond، SH & Lovibond، PF )1995(.‬‬

‫‪|© People Diagnostix 202033‬‬

 ‫ﺇﺟﺮﺍء"ﺍﻟﻌﻤﻞ‬

‫‪14‬‬
‫ﺗﺼﻤﻴﻢ"ﺍﺳﺘﺒﻴﺎﻥ‬
‫ﺣﺪﺩﺍﻟﻤﺠﺎﻻﺕ ﺍﻟﺮﺉﻴﺴﻴﺔ ﺍﻟﺘﻲ‬
‫ﺗﺤﺘﺎﺝﺇﻟﻰ ﺗﺤﺴﻴﻦ‬

‫ﺃﺭﺑﺎﺏﺍﻟﻌﻤﻞ ﻣﻠﺰﻣﻮﻥ ﺑﺎﺳﺘﺸﺎﺭﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ )ﻣﺒﺎﺷﺮﺓ ﺃﻭ ﻣﻦ ﺧﻼﻝ ﻣﻤﺜﻠﻴﻬﻢ( ﺑﺸﺄﻥ ﻣﺴﺎﺉﻞ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‪.‬‬
‫ﻳﺠﺐﺃﻥ ﺗﺘﻢ ﺍﻻﺳﺘﺸﺎﺭﺓ ﻓﻲ ﺟﻤﻴﻊ ﻣﺮﺍﺣﻞ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ ‪ ،‬ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﻋﻨﺪ ﺗﺤﺪﻳﺪ ﺍﻟﻤﺨﺎﻃﺮ ﻋﻠﻰ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ‪.‬‬

‫ﻳﺘﻴﺢﺍﺳﺘﻄﻼﻉ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﺍﻟﻤﺘﻀﻤﻦ ﻓﻲ ﻣﻨﺼﺔ‬ ‫ﻗﺪﻳﺴﺎﻋﺪ ﺍﻟﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﻛﻞ ﻣﺮﺣﻠﺔ ﻣﻦ‬
‫‪ FlourishDx‬ﺍﻟﺘﺸﺎﻭﺭ ﺍﻟﻤﺮﻳﺢ ﻣﻊ ﻣﺠﻤﻮﻋﺎﺕ‬ ‫ﻣﺮﺍﺣﻞﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ ﻓﻲ ﺗﺤﻘﻴﻖ ﻧﺘﺎﺉﺞ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﻣﻦ ﺟﻤﻴﻊ ﺍﻷﺣﺠﺎﻡ‪ .‬ﻣﻦ ﻣﻨﻈﻮﺭ ‪، WHS‬‬ ‫ﺃﻓﻀﻞﻟﻠﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻟﻸﺳﺒﺎﺏ ﺍﻟﺘﺎﻟﻴﺔ‪:‬‬
‫ﻳﻤﻜﻦﺍﺳﺘﺨﺪﺍﻣﻪ ﻟﺘﺤﺪﻳﺪ ﺍﻟﻌﻮﺍﻣﻞ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ ﺍﻟﺘﻲ‬
‫ﻳﻤﻜﻦﺃﻥ ﺗﺰﻳﺪ ﻣﻦ ﻣﺨﺎﻃﺮ ﺍﻷﻣﺮﺍﺽ ﺍﻟﻤﺮﺗﺒﻄﺔ‬ ‫ﻋﺎﺩﺓﻣﺎ ﻳﻜﻮﻥ ﻟﺪﻯ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻣﻌﺮﻓﺔ ﻣﺒﺎﺷﺮﺓ‬
‫ﺑﺎﻹﺟﻬﺎﺩ)ﻣﺜﻞ ﻣﺘﻄﻠﺒﺎﺕ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺍﻟﺪﻋﻢ ‪ ،‬ﻭﻭﺿﻮﺡ‬ ‫ﺑﺎﻟﻌﻮﺍﻣﻞﺍﻟﺘﻲ ﻳﻤﻜﻦ ﺃﻥ ﺗﺰﻳﺪ ﻣﻦ ﻣﺨﺎﻃﺮ ﺍﻹﺟﻬﺎﺩ‬
‫ﺍﻟﺪﻭﺭ(‪ .‬ﻭﻳﺸﻤﻞ ﺃﻳﻀﺎً ﻣﻘﺎﻳﻴﺲ ﺍﻻﺯﺩﻫﺎﺭ )ﻣﺜﻞ ﺟﺪﻭﻯ‬ ‫ﺍﻟﻤﺮﺗﺒﻂﺑﺎﻟﻌﻤﻞ ؛‬
‫ﺍﻟﻌﻤﻞ ‪،‬ﻭﺍﻟﻘﻴﺎﺩﺓ ﺍﻟﺘﺤﻮﻳﻠﻴﺔ( ‪ ،‬ﻭﻣﺆﺷﺮﺍﺕ ﺍﻟﻤﺮﺽ )‬
‫ﻳﺰﻳﺪﻣﻦ ﺍﺣﺘﻤﺎﻟﻴﺔ ﺍﻟﺘﺄﻳﻴﺪ ﻭﺍﻻﻣﺘﺜﺎﻝ ﻟﺨﻄﺔ ﺇﺩﺍﺭﺓ‬
‫ﻣﺜﻞﺍﻹﺭﻫﺎﻕ ﺍﻟﻌﺎﻃﻔﻲ ‪ ،‬ﻭﻧﻴﺔ ﺍﻹﻗﻼﻉ( ﻟﻠﺘﻮﺍﻓﻖ ﻣﻊ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ )ﻣﺒﺎﺩﺭﺍﺕ ﻋﻤﻠﻴﺔ ﻟﻤﻌﺎﻟﺠﺔ ﺍﻟﻤﺨﺎﻃﺮ‬
‫ﺍﺯﺩﻫﺮﻓﻲ ﺍﻟﻌﻤﻞ‪ 17‬ﺇﻃﺎﺭ ﺍﻟﻌﻤﻞ‪.‬‬
‫ﺍﻟﻤﺤﺪﺩﺓ( ؛ ﻭ‬

‫ﻳﻤﻜﻦﺃﻥ ﻳﻌﺎﻧﻲ ﺍﻟﻤﻮﻇﻔﻮﻥ ﻣﻦ ﺍﻹﺟﻬﺎﺩ ﺇﺫﺍ ﺃﺩﺭﻛﻮﺍ‬

‫ﺃﻥﻟﺪﻳﻬﻢ ﺍﻟﻘﻠﻴﻞ ﻣﻦ ﺍﻟﺘﺤﻜﻢ ﻓﻲ ﻋﻤﻠﻬﻢ‬
‫ﻭﺍﻟﺘﻐﻴﻴﺮﺍﺕﻓﻲ ﺑﻴﺉﺔ ﻋﻤﻠﻬﻢ‪ .‬ﻗﺪ ﻳﺆﺩﻱ ﺍﻟﺘﻮﺍﺻﻞ‬
‫ﻣﻊﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﺍﻟﺴﻌﻲ ﺇﻟﻰ ﻣﺸﺎﺭﻛﺘﻬﻢ ﻓﻲ ﻋﻤﻠﻴﺔ‬
‫ﺇﺩﺍﺭﺓﺍﻟﻤﺨﺎﻃﺮ ﺇﻟﻰ ﺣﺪ ﻣﺎ ﻧﺤﻮ ﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﻫﺬﺍ‬
‫ﺍﻟﺘﺼﻮﺭ‪.‬‬

‫‪https://www.thriveatwork.org.au/framework/17‬‬

‫|‪34 © People Diagnostix 2020‬‬

 ‫ﻳﺠﺐﺟﺪﻭﻟﺔ ﺍﻻﺳﺘﻄﻼﻋﺎﺕ ﻣﻦ ﺃﺟﻞ ﻣﺮﺍﻗﺒﺔ ﻧﺠﺎﺡ ﺍﻟﻀﻮﺍﺑﻂ ‪،‬‬
‫ﻭﺗﺤﺪﻳﺪﺃﻱ ﻣﺨﺎﻃﺮ ﺟﺪﻳﺪﺓ ﺃﻭ ﻣﺘﻄﻮﺭﺓ ﻋﻠﻰ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‬
‫ﺍﻟﻨﻔﺴﻴﺔﻟﻠﻤﻮﻇﻔﻴﻦ‪ .‬ﻳﺠﺐ ﺃﻥ ﻳﻜﻮﻥ ﺗﻜﺮﺍﺭ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺴﺢ ﺳﻨﻮﻳﺎً‬
‫ﻋﻠﻰﺍﻷﻗﻞ ‪ ،‬ﻭﻟﻜﻦ ﻳﺠﺐ ﺃﻥ ﻳﻜﻮﻥ ﺃﻛﺜﺮ ﺗﻜﺮﺍﺭﺍً ﺇﺫﺍ‪:‬‬
‫ﺍﻟﻤﻔﻴﺪﺃﻥ ﺗﻄﻠﺐ ﻣﻦ ﺟﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺇﻛﻤﺎﻝ ﺍﺳﺘﻄﻼﻉ‬
‫ﺣﺪﺙﺇﺻﺎﺑﺔ ‪ /‬ﻣﺮﺽ ﻳﻨﺴﺐ ﺇﻟﻰ ﻣﺨﺎﻃﺮ ﻧﻔﺴﻴﺔ‬
‫ﺧﺎﺻﺔﺑﺎﻟﻌﻤﻞ ‪،‬‬
‫ﺣﺪﺛﺖﺗﻐﻴﻴﺮﺍﺕ ﻓﻲ ﻃﺮﻳﻘﺔ ﺇﻧﺠﺎﺯ ﺍﻟﻌﻤﻞ ‪،‬‬
‫ﺗﻢﺇﻋﺎﺩﺓ ﻫﻴﻜﻠﺔ ‪ /‬ﻧﻘﻞ ﺍﻟﻔﺮﻕ ﺇﻟﻰ ﻣﻮﻗﻊ ﺟﺪﻳﺪ‪.‬‬
‫‪|© People Diagnostix 202035‬‬
‫ﻣﺘﻰﺗﺴﺘﺨﺪﻡ ﺍﺳﺘﺒﻴﺎﻥ‬
‫ﺗﺼﻤﻴﻢﺍﻟﻌﻤﻞ‬
‫ﺇﺫﺍﻟﻢ ﺗﻜﻦ ﻗﺪ ﺃﻛﻤﻠﺖ ﺗﻘﻴﻴﻢ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻣﻄﻠﻘﺎً ‪ ،‬ﻓﻤﻦ‬
‫ﺗﺼﻤﻴﻢﺍﻟﻌﻤﻞ‪ .‬ﻳﻤﻜﻦ ﺃﻥ ﻳﺴﺎﻋﺪ ﺫﻟﻚ ﻓﻲ ﺗﺤﺪﻳﺪ ﺃﻱ‬
‫ﻣﺨﺎﻃﺮ ‪،‬ﻭﺗﻮﻓﻴﺮ ﻣﻌﻠﻮﻣﺎﺕ ﻋﻦ ﺍﻟﺘﻐﻴﻴﺮﺍﺕ ﺍﻟﺘﻲ ﻳﺠﺐ ﺃﻥ‬
‫ﺗﺤﺪﺙﻟﺘﻌﺰﻳﺰ ﺍﻟﺮﻓﺎﻫﻴﺔ ‪ ،‬ﻭﻳﻜﻮﻥ ﺑﻤﺜﺎﺑﺔ ﻣﻘﻴﺎﺱ ﺃﺳﺎﺳﻲ‬
‫ﻟﺮﺻﺪﺍﻟﻤﺨﺎﻃﺮ ﻭﻓﻌﺎﻟﻴﺔ ﺍﻟﻀﻮﺍﺑﻂ‪.‬‬
‫ﺑﻌﺪﺍﺳﺘﺨﺪﺍﻡ ﺍﺳﺘﺒﻴﺎﻥ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻷﻭﻝ ﻣﺮﺓ ﻣﻊ‬
‫ﺟﻤﻴﻊﺍﻟﻤﻮﻇﻔﻴﻦ ﺑﺮﻧﺎﻣﺞ ﻣﻨﺘﻈﻢ‬
 ‫ﻧﺼﺎﺉﺢﻟﻨﺠﺎﺡ ﺍﻻﺳﺘﻄﻼﻉ‬

‫ﻗﻢﺑﺎﻹﺑﻼﻍ ﺑﻮﺿﻮﺡ ﻋﻦ ﺳﺒﺐ ﺍﻟﺮﻏﺒﺔ ﻓﻲ ﺟﻤﻊ ﺍﻟﺒﻴﺎﻧﺎﺕ ﻭﻣﺎ ﺍﻟﺬﻱ ﺳﻴﺘﻢ‬

‫ﻋﻤﻠﻪﺑﻬﺎ ﺑﻌﺪ ﺍﻻﺳﺘﺒﻴﺎﻥ )ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﺫﻟﻚ ﻓﻲ ﺭﺳﺎﻟﺔ ﺑﺮﻳﺪ ﺇﻟﻜﺘﺮﻭﻧﻲ‬
‫ﻟﻠﻤﻮﻇﻔﻴﻦﺃﻭ ﻓﻲ ﺍﺟﺘﻤﺎﻉ(‪.‬‬

‫ﺍﻻﻟﺘﺰﺍﻡﺑﺘﻘﺪﻳﻢ ﺍﻟﺘﻐﺬﻳﺔ ﺍﻟﺮﺍﺟﻌﺔ ﻟﻠﻤﻮﻇﻔﻴﻦ ﺑﺸﺄﻥ ﻧﺘﺎﺉﺞ‬

‫ﺍﻻﺳﺘﻄﻼﻉﻓﻲ ﻏﻀﻮﻥ ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﻗﺼﻴﺮﺓ‪.‬‬

‫ﺩﻉﺍﻟﻤﻮﻇﻔﻴﻦ ﻳﻌﺮﻓﻮﻥ ﻣﺴﺒﻘﺎً ﺃﻧﻪ ﺳﻴﺘﻢ ﺍﺳﺘﺸﺎﺭﺗﻬﻢ ﻣﺮﺓ ﺃﺧﺮﻯ ﻟﻔﻬﻢ‬

‫ﻧﺘﺎﺉﺞﺍﻻﺳﺘﻄﻼﻉ ﺑﺸﻜﻞ ﺃﻓﻀﻞ ﻭﻟﺘﻄﻮﻳﺮ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻟﻤﻌﺎﻟﺠﺔ‬
‫ﺍﻟﻤﺸﻜﻼﺕﺍﻟﻤﺤﺪﺩﺓ‪.‬‬

‫ﻭﻓﺮﺍﻟﻮﻗﺖ ﻟﻠﻤﻮﻇﻔﻴﻦ ﻹﻛﻤﺎﻝ ﺍﻟﻤﺴﺢ )ﻋﻠﻰ ﻋﻜﺲ ﻃﻠﺐ ﺍﻹﻛﻤﺎﻝ‬

‫ﺣﻮﻝﺃﻭﻟﻮﻳﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻷﺧﺮﻯ(‪.‬‬

‫ﺗﺄﻛﺪﻣﻦ ﺃﻥ ﺟﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻋﻠﻰ ﺩﺭﺍﻳﺔ ﺑﺨﺼﻮﺻﻴﺔ ﺇﺟﺎﺑﺎﺗﻬﻢ ﻭﻋﺪﻡ‬

‫ﺍﻟﻜﺸﻒﻋﻦ ﻫﻮﻳﺘﻬﻢ )ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ ‪ ،‬ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻤﺠﻤﻌﺔ ﻓﻘﻂ‬
‫ﻣﺘﺎﺣﺔﻟﻠﻤﺴﺆﻭﻟﻴﻦ ‪ ،‬ﻭﻣﺮﺓ ﻭﺍﺣﺪﺓ ﻓﻘﻂ ﺍﺳﺘﺠﺎﺏ ﺛﻤﺎﻧﻴﺔ ﺃﺷﺨﺎﺹ‬
‫ﻋﻠﻰﺍﻷﻗﻞ(‪.‬‬

‫ﺍﺟﻌﻞﻣﻤﺜﻠﻲ ﺍﻟﻤﻮﻇﻔﻴﻦ ‪ /‬ﺃﺑﻄﺎﻝ ﺍﻟﺮﻓﺎﻫﻴﺔ ﻳﺮﻭﺟﻮﻥ ﻟﻼﺳﺘﻄﻼﻉ ﻭﺃﻥ‬

‫ﻳﻜﻮﻧﻮﺍﻣﺘﺎﺣﻴﻦ ﻟﻺﺟﺎﺑﺔ ﻋﻠﻰ ﺃﺳﺉﻠﺔ ‪ /‬ﻣﺨﺎﻭﻑ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺑﺴﺮﻳﺔ‪.‬‬

‫|‪36 © People Diagnostix 2020‬‬

 ‫ﻣﻘﺎﻳﻴﺲﺍﺳﺘﺒﻴﺎﻥ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻭﺃﻣﺜﻠﺔ ﻋﻠﻰ ﺍﻷﺳﺉﻠﺔ‬
‫ﻣﺜﺎﻝﺳﺆﺍﻝ‬ ‫ﻣﻘﻴﺎﺱﺍﻟﻤﺴﺢ‬ ‫ﺍﺧِﺘﺼِﺎﺹ‬
‫ﻟﺪﻱﺿﻐﻮﻁ ﺯﻣﻨﻴﺔ ﻏﻴﺮ ﻭﺍﻗﻌﻴﺔ‬ ‫ﺍﻟﺪﻭﺭﺍﻟﺰﺍﺉﺪ‬
‫ﻭﻇﻴﻔﺘﻲﺗﺘﻄﻠﺐ ﺍﻫﺘﻤﺎﻣﻲ ﺍﻟﻜﺎﻣﻞ‬ ‫ﺍﻟﻄﻠﺐﺍﻟﻤﻌﺮﻓﻲ‬
‫ﻭﻇﻴﻔﺘﻲﻣﺘﻄﻠﺒﺔ ﻋﺎﻃﻔﻴﺎً‬ ‫ﺍﻟﻤﻄﺎﻟﺐﺍﻟﻌﺎﻃﻔﻴﺔ‬
‫ﻭﻇﻴﻔﺘﻲﺗﺘﻄﻠﺐ ﺍﻟﻜﺜﻴﺮ ﻣﻦ ﺍﻟﺠﻬﺪ ﺍﻟﺒﺪﻧﻲ‬ ‫ﻣﺘﻄﻠﺒﺎﺕﺟﺴﺪﻳﺔ‬
‫ﻟﺪﻱ ّﺧﻴﺎﺭ ﻓﻲ ﺗﻘﺮﻳﺮ ﻣﺎ ﺃﻓﻌﻠﻪ ﻓﻲ ﺍﻟﻌﻤﻞ‬ ‫ﺍﻟﺘﺤﻜﻢﻓﻲ ﺍﻟﻮﻇﻴﻔﺔ )ﺍﻟﺤﻜﻢ ﺍﻟﺬﺍﺗﻲ(‬

‫ﺃﻧﺎﻭﺍﺿﺢ ﻣﺎ ﻫﻮ ﻣﺘﻮﻗﻊ ﻣﻨﻲ ﻓﻲ ﺍﻟﻌﻤﻞ‬ ‫ﻭﺿﻮﺡﺍﻟﺪﻭﺭ‬

‫ﺃﺗﻠﻘﻰﺗﻌﻠﻴﻤﺎﺕ ﻣﺘﻀﺎﺭﺑﺔ ﻣﻦ ﺷﺨﺼﻴﻦ ﺃﻭ ﺃﻛﺜﺮ‬ ‫ﺗﻌﺎﺭﺽﺍﻟﺪﻭﺭ‬
‫ﺇﺫﺍﺃﺻﺒﺢ ﺍﻟﻌﻤﻞ ﺻﻌﺒﺎً ‪ ،‬ﻓﺴﻮﻑ ﻳﺴﺎﻋﺪﻧﻲ ﺯﻣﻼﺉﻲ‬ ‫ﺩﻋﻢﺯﻣﻼء ﺍﻟﻌﻤﻞ‬ ‫ﻳﻤﻨﻊ‬
‫ﺿﺮﺭ)ﺧﻄﺮ‬
‫ﺗﻠﻘﻴﺖﻣﻼﺣﻈﺎﺕ ﺩﺍﻋﻤﺔ ﻋﻠﻰ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﺃﻗﻮﻡ ﺑﻪ ﻣﻦ ﻗﺒﻞ ﻗﺎﺉﺪﻱ ‪ /‬ﻣﺪﻳﺮﻱ‬
‫ﺗﻘﺪﻳﺮ(‬
‫ﺍﻟﻤﺒﺎﺷﺮ‬ ‫ﺩﻋﻢﺍﻟﻤﺪﻳﺮ‬
‫ﺍﻟﻌﻼﻗﺎﺕﻓﻲ ﺍﻟﻌﻤﻞ ﻣﺘﻮﺗﺮﺓ‬ ‫ﺻﺮﺍﻉﺍﻟﻌﻼﻗﺔ‬
‫ﺭﺩﻭﺩﺍﻟﻔﻌﻞ ﺍﻟﻄﺎﺭﺉﺔ‬
‫ﻗﺎﺉﺪﻱ ‪ /‬ﻣﺪﻳﺮﻱ ﺍﻟﻤﺒﺎﺷﺮ‪ :‬ﻳﻜﺎﻓﺊ ﺍﻷﺩﺍء ﺍﻟﺠﻴﺪ‬ ‫ﺗﺒﺎﺩﻝ‬
‫ﻗﺎﺉﺪﻱ ‪ /‬ﻣﺪﻳﺮﻱ ﺍﻟﻤﺒﺎﺷﺮ‪ :‬ﻳﺤﺪﺩ ﺑﻮﺿﻮﺡ ﻣﺴﺘﻮﻳﺎﺕ ﺃﺩﺍء ﻣﻘﺒﻮﻟﺔ ﻳﺠﺐ ﺗﺤﻘﻴﻘﻬﺎ‬
‫ﺍﺳﺘﺒﺪﺍﻝﺍﻟﻤﻜﺎﻓﺂﺕ ﺍﻟﻄﺎﺭﺉﺔ‬
‫ﻳﺘﻢﺍﺳﺘﺸﺎﺭﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺣﻮﻝ ﺍﻟﺘﻐﻴﻴﺮ ﻓﻲ ﺍﻟﻌﻤﻞ‬ ‫ﺗﻐﻴﻴﺮﺍﻟﺘﺸﺎﻭﺭ‬
‫ﺑﺸﻜﻞﻋﺎﻡ ‪ ،‬ﺃﻧﺎ ﺃﻋﺎﻣﻞ ﺑﺸﻜﻞ ﻋﺎﺩﻝ ﻣﻦ ﻗﺒﻞ ﻣﻨﻈﻤﺘﻲ‬ ‫ﺍﻟﻌﺪﺍﻟﺔﺍﻟﺘﻨﻈﻴﻤﻴﺔ‬
‫ﻗﺎﺉﺪﻱ ‪ /‬ﻣﺪﻳﺮﻱ ﺍﻟﻤﺒﺎﺷﺮ‪ :‬ﻟﺪﻳﻪ ﻓﻬﻢ ﻭﺍﺿﺢ ﻟﻤﺎ ﻧﺘﺠﻪ ﺇﻟﻴﻪ‬
‫ﺭﺅﻳﺔ‬
‫ﻗﺎﺉﺪﻱ ‪ /‬ﻣﺪﻳﺮﻱ ﺍﻟﻤﺒﺎﺷﺮ‪ :‬ﻳﻘﻮﻝ ﺍﻷﺷﻴﺎء ﺍﻟﺘﻲ ﺗﺠﻌﻞ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﺨﻮﺭﻳﻦ ﺑﻜﻮﻧﻬﻢ‬
‫ﺟﺰءﺍًﻣﻦ ﻫﺬﻩ ﺍﻟﻤﻨﻈﻤﺔ‬ ‫ﺍﺗﺼﺎﻻﺕﻣﻠﻬﻤﺔ‬
‫ﻗﺎﺉﺪﻱ ‪ /‬ﻣﺪﻳﺮﻱ ﺍﻟﻤﺒﺎﺷﺮ‪ :‬ﻳﺘﺤﺪﺍﻧﻲ ﻓﻲ ﺍﻟﺘﻔﻜﻴﺮ ﻓﻲ ﺍﻟﻤﺸﺎﻛﻞ ﺍﻟﻘﺪﻳﻤﺔ ﺑﻄﺮﻕ ﺟﺪﻳﺪﺓ‬
‫ﺍﻟﺘﺤﻔﻴﺰﺍﻟﻔﻜﺮﻱ‬
‫ﻋﻤﻞﻋﺎﻟﻲ ﺍﻟﺠﻮﺩﺓ‬
‫ﻧﺤﻦﻣﻨﻔﺘﺤﻮﻥ ﺩﺍﺉﻤﺎً ﻋﻠﻰ ﺍﻻﺳﺘﻤﺎﻉ ﺇﻟﻰ ﺍﻷﻓﻜﺎﺭ ﺍﻟﺠﺪﻳﺪﺓ ﻟﺰﻣﻼﺉﻨﺎ ﻓﻲ ﺍﻟﻌﻤﻞ‬ ‫ﺭﻭﺍﺑﻂ‬ ‫ﻳﺮﻗﻲ‬
‫ﻫﻞﺗﺤﺎﻭﻝ ﺗﺤﺴﻴﻦ ﺍﻹﺟﺮﺍءﺍﺕ ﻓﻲ ﻣﻜﺎﻥ ﻋﻤﻠﻚ؟‬ ‫ﺃﺧﺬﺍﻟﻤﺴﺆﻭﻟﻴﺔ‬ ‫ﻣﺰﺩﻫﺮﺓ‬

‫ﺗﺤﺪﺙﺑﺄﻓﻜﺎﺭ ﺟﺪﻳﺪﺓ ﺃﻭ ﺗﻐﻴﻴﺮﺍﺕ ﻓﻲ ﺍﻹﺟﺮﺍءﺍﺕ؟‬ ‫ﺻﻮﺕ‬

‫ﻣﻊﺍﻷﺧﺬ ﻓﻲ ﺍﻻﻋﺘﺒﺎﺭ ﻛﻞ ﺷﻲء ‪ ،‬ﻣﺎ ﻫﻮ ﺷﻌﻮﺭﻙ ﺣﻴﺎﻝ ﻭﻇﻴﻔﺘﻚ ﻛﻜﻞ؟‬
‫ﺍﻟﺮﺿﺎﺍﻟﻮﻇﻴﻔﻲ ﺍﻟﻌﺎﻡ‬
‫ﻓﻲﻋﻤﻠﻲ ‪ ،‬ﺃﺷﻌﺮ ﺑﺎﻟﺤﻴﻮﻳﺔ‬ ‫ﻗﻮﺓ‬
‫ﺃﻧﺎﻣﺘﺤﻤﺲ ﻟﻌﻤﻠﻲ‬ ‫ﺗﻔﺎﻥ‬
‫ﺍﻟﻌﻤﻞﺍﻟﺬﻱ ﺃﻗﻮﻡ ﺑﻪ ﻓﻲ ﻫﺬﻩ ﺍﻟﻮﻇﻴﻔﺔ ﻳﺴﺘﺤﻖ ﺍﻟﻌﻨﺎء‬ ‫ﺟﺪﻭﻯﺍﻟﻌﻤﻞ‬
‫ﺗﺘﺼﺮﻑﺍﻹﺩﺍﺭﺓ ﺑﺸﻜﻞ ﺣﺎﺳﻢ ﻋﻨﺪﻣﺎ ﺗﺜﺎﺭ ﻣﺨﺎﻭﻑ ﺑﺸﺄﻥ ﺍﻟﺤﺎﻟﺔ ﺍﻟﻨﻔﺴﻴﺔ‬
‫ﻟﻠﻤﻮﻇﻒ‬ ‫ﻣﻨﺎﺥﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
‫ﺃﺷﻌﺮﺑﺎﻹﺭﻫﺎﻕ ﺍﻟﻌﺎﻃﻔﻲ ﻣﻦ ﻋﻤﻠﻲ‬ ‫ﺍﺭﻫﺎﻕﻋﺎﻃﻔﻲ‬
‫ﻛﻢﻋﺪﺩ ﺍﻷﻳﺎﻡ ﺍﻟﺘﻲ ﻓﺎﺗﺘﻚ ﻓﻴﻬﺎ ﻣﻦ ﺍﻟﻌﻤﻞ ﺧﻼﻝ ﺁﺧﺮ ‪ 12‬ﺷﻬﺮﺍً )ﺑﺎﺳﺘﺜﻨﺎء‬
‫ﺍﻹﺟﺎﺯﺓﺍﻟﺴﻨﻮﻳﺔ(؟‬ ‫ﻏﻴﺎﺏ‬ ‫ﺗﺨﻔﻴﻒ‬
‫ﻣﺮﺽ‬
‫ﺃﻧﻮﻱﺍﻟﺒﺤﺚ ﻋﻦ ﻭﻇﻴﻔﺔ ﻟﺪﻯ ﺻﺎﺣﺐ ﻋﻤﻞ ﺁﺧﺮ ﺧﻼﻝ ﺍﻟﻌﺎﻡ ﺍﻟﻤﻘﺒﻞ‬
‫ﺍﻟﻨﻴﺔﻟﻼﻧﺴﺤﺎﺏ‬
‫ﺳﺄﺻﻞﺇﻟﻰ ﺧﺪﻣﺎﺕ ﺑﺮﻧﺎﻣﺞ ﻣﺴﺎﻋﺪﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ )‪ (EAP‬ﺇﺫﺍ ﺍﺣﺘﺠﺖ ﺇﻟﻰ ﺫﻟﻚ‬ ‫ﺍﻻﺳﺘﻌﺪﺍﺩﻟﻠﻮﺻﻮﻝ ﺇﻟﻰ ‪EAP‬‬
‫ﻗﺪﺗﻌﺎﻣﻠﻨﻲ ﺍﻟﻘﻴﺎﺩﺓ ﺑﺸﻜﻞ ﻣﺨﺘﻠﻒ‬ ‫ﻋﻮﺍﺉﻖﺍﻟﻮﺻﻮﻝ ﺇﻟﻰ ‪EAP‬‬

‫‪|© People Diagnostix 202037‬‬

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‫ﺗﻔﺴﻴﺮﺍﻟﻨﺘﺎﺉﺞ‬
‫ﻣﻦﺍﺳﺘﺒﻴﺎﻥ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ‬

‫ﻳﺘﻢﺗﻘﺪﻳﻢ ﻧﺘﺎﺉﺞ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻋﺒﺮ ﺛﻼﺛﺔ ﻣﺠﺎﻻﺕ ﺗﺘﻌﻠﻖ ﺑﻨﻤﻮﺫﺝ ‪) FlourishDx‬ﻣﺴﺆﻭﻟﻴﺔ‬
‫ﺻﺎﺣﺐﺍﻟﻌﻤﻞ(‪.‬‬

‫ﻣﻘﺎﻳﻴﺲﺍﻟﺘﺼﻨﻴﻒ‬ ‫ﻣﻨﻊﺍﻟﻀﺮﺭ‪:‬ﻫﺬﻩ ﻫﻲ ﻧﺘﺎﺉﺞ ﺗﻘﻴﻴﻢ ﻋﻮﺍﻣﻞ ﺍﻟﺨﻄﺮ‬

‫ﺍﻟﻨﻔﺴﻲﻭﺍﻻﺟﺘﻤﺎﻋﻲ‪ .‬ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
‫ﺗﺘﻢﺍﻹﺟﺎﺑﺔ ﻋﻠﻰ ﺟﻤﻴﻊ ﺃﺳﺉﻠﺔ ﺍﻻﺳﺘﻄﻼﻉ ﻋﻠﻰ‬
‫ﻫﻲﺃﻱ ﺷﻲء ﻓﻲ ﺗﺼﻤﻴﻢ ﺃﻭ ﺇﺩﺍﺭﺓ ﺍﻟﻌﻤﻞ ﻳﺰﻳﺪ ﻣﻦ‬
‫ﻣﻘﻴﺎﺱﻣﻦ ﺳﺒﻊ ﻧﻘﺎﻁ ﻣﻦ ﻧﻮﻉ ﻟﻴﻜﺮﺕ ﻭﺍﻟﺬﻱ ﻳﻄﻠﺐ‬
‫ﻣﺨﺎﻃﺮﺍﻹﺟﻬﺎﺩ ﺍﻟﻤﺮﺗﺒﻂ ﺑﺎﻟﻌﻤﻞ‪ .‬ﺗﺘﻮﺍﻓﻖ ﻋﻮﺍﻣﻞ‬
‫ﺇﻣﺎﻣﺴﺘﻮﻯ ﻣﻦ ﺍﻻﺗﻔﺎﻕ )ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ ﺃﻭﺍﻓﻖ‬
‫ﺍﻟﺨﻄﺮﺍﻟـ ‪ 14‬ﺍﻟﻤﺪﺭﺟﺔ ﻓﻲ ﺑﻄﺎﺭﻳﺔ ﺍﻻﺳﺘﻄﻼﻉ ﻫﺬﻩ ﻣﻊ‬
‫ﺑﺸﺪﺓﻋﻠﻰ ﻋﺪﻡ ﺍﻟﻤﻮﺍﻓﻘﺔ ﺑﺸﺪﺓ( ‪ ،‬ﺃﻭ ﺗﻜﺮﺍﺭ ﺣﺪﻭﺙ‬
‫ﺃﻓﻀﻞﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﺪﻭﻟﻴﺔ )ﻣﺜﻞ ﻣﻌﺎﻳﻴﺮ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ‬
‫ﺍﻟﺤﺪﺙ)ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ ‪ ،‬ﻟﻴﺲ ﺩﺍﺉﻤﺎً(‪ .‬ﺗﻨُﺴﺐ‬
‫ﻭﺍﻟﺴﻼﻣﺔﺍﻟﺒﻴﺉﻴﺔ ﻓﻲ ﺍﻟﻤﻤﻠﻜﺔ ﺍﻟﻤﺘﺤﺪﺓ ‪ ،‬ﻭ‬
‫ﺍﻟﺪﺭﺟﺎﺕﺍﻟﻌﺪﺩﻳﺔ ﻣﻦ ‪ 1‬ﺇﻟﻰ ‪ 7‬ﻟﻬﺬﻩ ﺍﻟﺮﺩﻭﺩ ﺛﻢ ﻳﺘﻢ‬
‫‪ (SafeWork Australia‬ﻭﺗﻢ ﺗﻀﻤﻴﻨﻬﺎ ﻓﻲ ﺍﻟﺠﺪﻭﻝ‬
‫ﺣﺴﺎﺏﻣﺘﻮﺳﻄﻬﺎ ﻟﺘﺤﺪﻳﺪ ﺩﺭﺟﺔ ﺍﻟﻤﻘﻴﺎﺱ‪ .‬ﻋﻠﻰ‬
‫ﺍﻟﺴﺎﺑﻖ‪.‬‬
‫ﺳﺒﻴﻞﺍﻟﻤﺜﺎﻝ ‪ ،‬ﺇﺫﺍ ﺃﺟﺎﺏ ﺃﺣﺪ ﺍﻟﻤﺴﺘﺠﻴﺒﻴﻦ ﻓﻲ ﻛﺜﻴﺮ‬
‫ﻣﻦﺍﻷﺣﻴﺎﻥ )‪ 6‬ﻋﻠﻰ ﻣﻘﻴﺎﺱ ﺗﻘﻴﻴﻢ ﻣﻜﻮﻥ ﻣﻦ ‪ 7‬ﻧﻘﺎﻁ‬
‫( ﻋﻠﻰ ﺛﻼﺛﺔ ﺃﺳﺉﻠﺔ ﻣﺘﻌﻠﻘﺔ ﺑﻬﺬﺍ ﺍﻟﺒﻨﺎء ‪ ،‬ﻓﺈﻥ‬ ‫ﺗﻌﺰﻳﺰﺍﻻﺯﺩﻫﺎﺭ‪:‬ﻫﺬﻩ ‪ 10‬ﻋﻮﺍﻣﻞ ﻣﻌﺮﻭﻓﺔ ﺑﺄﻧﻬﺎ ﺇﻣﺎ‬
‫ﻣﺘﻮﺳﻂﺍﻟﺪﺭﺟﺎﺕ ﺳﻴﻜﻮﻥ ‪ 6‬ﻟﻬﺬﺍ ﺍﻟﻤﻘﻴﺎﺱ‪.‬‬ ‫ﺗﻌﺰﺯﺍﻟﺮﻓﺎﻫﻴﺔ ﺍﻟﻤﺜﻠﻰ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ )ﻣﺜﻞ ﺍﻟﻘﻴﺎﺩﺓ‬
‫ﺍﻟﺘﺤﻮﻳﻠﻴﺔ ‪،‬ﺍﺗﺼﺎﻻﺕ ﺍﻟﻌﻤﻞ ﻋﺎﻟﻴﺔ ﺍﻟﺠﻮﺩﺓ( ‪ ،‬ﺃﻭ‬
‫ﻋﻼﻣﺎﺕﺍﻻﺯﺩﻫﺎﺭ ﻓﻲ ﺍﻟﻌﻤﻞ )ﻣﺜﻞ ﺍﻟﺮﺿﺎ ﺍﻟﻮﻇﻴﻔﻲ ‪،‬‬
‫ﻭﺍﻻﺳﺘﺒﺎﻗﻴﺔ(‪.‬‬
‫ﺗﻔﺴﻴﺮﻣﺘﻮﺳﻂ ﺍﻟﺪﺭﺟﺎﺕ‬
‫ﻳﻌﺘﺒﺮﺗﺼﻨﻴﻒ ﻣﻘﺎﻳﻴﺲ ﻋﻮﺍﻣﻞ ﺍﻟﺨﻄﺮ ﺍﻟﻨﻔﺴﻲ‬ ‫ﺗﺨﻔﻴﻒﺍﻟﻤﺮﺽ‪:‬ﻫﺬﺍ ﻫﻮ ﺍﻟﺘﺮﻛﻴﺰ ﺍﻟﺼﻐﻴﺮ ﻟﻠﻤﺴﺢ ‪،‬‬
‫ﻭﺍﻻﺟﺘﻤﺎﻋﻲﺍﻟـ ‪ 14‬ﺣﺴﺐ ﺍﻟﺪﺭﺟﺔ ﺍﻟﻮﺳﻴﻄﺔ ﺇﺣﺪﻯ‬ ‫ﻭﻟﻜﻨﻪﻳﺘﻀﻤﻦ ﻣﻘﻴﺎﺳﺎً ﻟﻺﺭﻫﺎﻕ )ﺍﻹﺭﻫﺎﻕ ﺍﻟﻌﺎﻃﻔﻲ(‬
‫ﺍﻟﻄﺮﻕﻟﺘﺤﺪﻳﺪ ﻣﺠﺎﻻﺕ ﺍﻟﺘﺪﺧﻞ ﺫﺍﺕ ﺍﻷﻭﻟﻮﻳﺔ‪.‬‬ ‫ﻭﻣﻨﺎﺥﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ )ﻣﺴﺘﻮﻯ‬
‫ﻟﺴﻬﻮﻟﺔﺍﻟﺘﻔﺴﻴﺮ ‪ ،‬ﻳﺘﻢ ﺗﺤﻮﻳﻞ ﺩﺭﺟﺔ ﺍﻟﻤﻘﻴﺎﺱ )‬ ‫ﻣﺘﺼﻮﺭﻣﻦ ﻗﻠﻖ ﺍﻹﺩﺍﺭﺓ ﻭﺍﻟﻤﻤﺎﺭﺳﺎﺕ ﺍﻟﺘﻨﻈﻴﻤﻴﺔ‬
‫ﻣﺘﻮﺳﻂﺗﻘﻴﻴﻢ ‪ (7-1‬ﺇﻟﻰ ﺩﺭﺟﺔ ﻣﻦ ‪ .100‬ﺍﻟﺪﺭﺟﺔ‬ ‫ﻟﺘﻌﺰﻳﺰﺍﻟﺮﻓﺎﻫﻴﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻭﺩﻋﻢ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺍﻟﺬﻳﻦ‬
‫ﺍﻟﻤﺜﺎﻟﻴﺔ)ﺃﻱ ‪ 7‬ﻣﻦ ‪ (7‬ﺗﻌﺎﺩﻝ ﻣﺘﻮﺳﻂ ﺩﺭﺟﺔ ‪، 100‬‬ ‫ﻳﻌﺎﻧﻮﻥﻣﻦ ﺿﻌﻒ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ(‪.‬‬
‫ﻭﻫﻲﺃﺳﻮﺃ ﺩﺭﺟﺔ ﻣﻤﻜﻨﺔ ﻋﻠﻰ ﺍﻟﻤﻘﻴﺎﺱ ﻫﻮ ‪) 1/100‬‬
‫ﺃﻱ‪ 1‬ﻣﻦ ‪ (7‬ﻭﺍﻟﻤﺤﺎﻳﺪ‬

‫|‪38 © People Diagnostix 2020‬‬

 ‫ﻭ"ﺍﻷﻣﺜﻞ"‪ .‬ﻳﻤﻜﻦ ﺗﺒﺪﻳﻠﻬﺎ ﻓﻲ ﺍﻟﺠﺪﻭﻝ ﺍﻋﺘﻤﺎﺩﺍً ﻋﻠﻰ ﺗﺼﻨﻴﻒ‬
‫ﺍﻟﻤﺨﺎﻃﺮﺍﻟﻤﻄﻠﻮﺏ ﻋﺮﺿﻪ ﻋﺒﺮ ﺟﻤﻴﻊ ﻣﻘﺎﻳﻴﺲ ﺍﻻﺳﺘﻄﻼﻉ‪.‬‬
‫ﻳﻤﻜﻦﻋﺮﺽ ﺍﻟﺘﻮﺯﻳﻊ ﺍﻟﺘﻜﺮﺍﺭﻱ )ﺑﺎﻟﻨﺴﺒﺔ ﺍﻟﻤﺉﻮﻳﺔ( ﻟﺘﺼﻨﻴﻔﺎﺕ‬
‫ﺍﻟﻤﺨﺎﻃﺮﺍﻟﺜﻼﺛﺔ ﻋﻦ ﻃﺮﻳﻖ ﺍﺧﺘﻴﺎﺭ ﻣﻘﻴﺎﺱ ﻣﺴﺢ ﻣﺤﺪﺩ‪.‬‬
‫ﺍﻟﻤﺘﻮﺳﻄﺎﺕﻣﻦ ﺃﺟﻞ ﺗﺠﻨﺐ ﺗﺄﺛﻴﺮﺍﺕ ﺍﻟﻘﻴﻢ ﺍﻟﻤﺘﻄﺮﻓﺔ )ﺧﺎﺻﺔ‬
‫ﻓﻲﺍﻟﻌﻴﻨﺎﺕ ﺍﻷﺻﻐﺮ(‪ .‬ﻳﻌﻜﺲ ﺍﻟﻮﺳﻴﻂ ﺍﻟﺪﺭﺟﺔ ﺍﻟﻤﺘﻮﺳﻄﺔ )ﺗﻢ‬
‫ﻳﻮﺿﺢﺍﻟﺸﻜﻞ ‪ 5‬ﻛﻴﻔﻴﺔ ﺗﻄﺒﻴﻖ ﻣﻠﺼﻘﺎﺕ ﺍﻟﻤﺨﺎﻃﺮ ﻣﻦ ﺧﻼﻝ‬
‫ﺍﻟﺮﺩﻭﺩﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﺴﺆﺍﻝ‪ .‬ﺗﺸﻴﺮ ﻋﻼﻣﺔ "ﻓﻲ ﺧﻄﺮ" ﺇﻟﻰ‬
‫ﺍﻟﻨﺴﺒﺔﺍﻟﻤﺉﻮﻳﺔ ﻟﻠﻤﺴﺘﺠﻴﺒﻴﻦ ﺍﻟﺬﻳﻦ ﺻﻨﻔﻮﺍ ﻣﻘﻴﺎﺱ ﺍﺳﺘﻄﻼﻉ‬
‫ﺇﻣﺎﻋﻠﻰ ﺗﺼﻨﻴﻒ ‪ 1‬ﺃﻭ ‪ 2‬ﺃﻭ ‪ 3‬ﻋﻠﻰ ﻣﻘﻴﺎﺱ ﻣﻜﻮﻥ ﻣﻦ ‪ 7‬ﻧﻘﺎﻁ )‬
‫ﺣﺘﻰﺩﺭﺟﺔ ‪ 3.5‬ﻋﻨﺪﻣﺎ ﻳﻜﻮﻥ ﺍﺛﻨﺎﻥ ﺃﻛﺜﺮ ﻣﻦ ﺇﺟﺎﺑﺎﺕ ﺍﻷﺳﺉﻠﺔ‬
‫ﺍﻟﺘﻲﺗﻢ ﺣﺴﺎﺏ ﻣﺘﻮﺳﻄﻬﺎ ﺇﻟﻰ ﺇﻧﺸﺎء ﺩﺭﺟﺔ ﻣﻘﻴﺎﺱ(‪.‬‬
‫ﺍﻟﺘﺼﻨﻴﻒ‪ 4‬ﺃﻭ ‪) 5‬ﺣﺘﻰ ﺍﻟﺪﺭﺟﺔ ﺍﻟﻤﺘﻮﺳﻄﺔ ‪ (5.5‬ﻳﺴﻤﻰ "ﻣﺤﺎﻳﺪ‬
‫" ‪ ،‬ﻭﺍﻟﺘﺼﻨﻴﻒ ‪ 6‬ﺃﻭ ‪) 7‬ﻣﻦ ﻣﺘﻮﺳﻂ ﺩﺭﺟﺔ ‪ 5.5‬ﻭﻣﺎ ﻓﻮﻕ(‬
‫ﻳﺴﻤﻰ"ﺍﻷﻣﺜﻞ"‪.‬‬
‫ﺇﺫﺍﺃﺧﺬﻧﺎﻫﺎ ﻣﻌﺎً ‪ ،‬ﻓﺈﻥ ﻣﺘﻮﺳﻂ ﺍﻟﺪﺭﺟﺎﺕ ﻭﻋﻼﻣﺎﺕ ﺗﺼﻨﻴﻒ‬
‫ﺍﻟﻤﺨﺎﻃﺮﺗﻮﻓﺮ ﻓﻬﻤﺎً ﺟﻴﺪﺍً ﻟﺘﺼﻮﺭﺍﺕ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻛﻤﺎ ﺗﻢ ﺍﻟﺘﻘﺎﻃﻬﺎ‬
‫ﺑﻮﺍﺳﻄﺔﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻭﺗﺤﺪﻳﺪ ﺍﻟﻤﺠﺎﻻﺕ ﺫﺍﺕ ﺍﻷﻭﻟﻮﻳﺔ‬
‫ﻟﻠﺘﺪﺧﻞ‪.‬‬
‫‪|© People Diagnostix 202039‬‬
‫ﺍﻟﻨﻘﻄﺔﻫﻲ ‪) 50‬ﺃﻱ ‪ 4‬ﻣﻦ ‪ .(7‬ﻋﻨﺪ ﺍﻟﻀﺮﻭﺭﺓ ‪ ،‬ﻳﺘﻢ ﺗﺴﺠﻴﻞ‬
‫ﺩﺭﺟﺎﺕﻣﻌﻴﻨﺔ ﺑﺸﻜﻞ ﻋﻜﺴﻲ ﻣﻦ ﺃﺟﻞ ﺍﻟﺤﻔﺎﻅ ﻋﻠﻰ ‪100‬‬
‫ﺩﺭﺟﺔﻣﺜﺎﻟﻴﺔ ﻭ ‪ 1‬ﺃﻗﻞ ﺩﺭﺟﺔ ﻣﺮﻏﻮﺑﺔ‪.‬‬
‫ﺗﺴُﺘﺨﺪﻡﺩﺭﺟﺎﺕ ﺍﻟﻤﻘﻴﺎﺱ ﺍﻟﻤﺘﻮﺳﻂ ﻓﻲ ﺍﻟﺘﻔﻀﻴﻞ ﻋﻠﻰ‬
‫ﺗﺤﻮﻳﻠﻬﺎﻣﻦ ﺩﺭﺟﺔ ﻣﻦ ‪ 7‬ﺇﻟﻰ ﺩﺭﺟﺔ ﻣﻦ ‪ ، (100‬ﻣﻦ ﺍﻟﻤﺠﻤﻮﻋﺔ‬
‫ﺍﻟﻤﺤﺪﺩﺓﺍﻟﺘﻲ ﻳﺘﻢ ﺗﺤﻠﻴﻞ ﺑﻴﺎﻧﺎﺕ ﺍﻟﻤﺴﺢ ﻣﻦ ﺃﺟﻠﻬﺎ‪ .‬ﻣﻊ ﻭﺿﻊ‬
‫ﻫﺬﺍﻓﻲ ﺍﻻﻋﺘﺒﺎﺭ ‪ ،‬ﻓﺈﻥ ﻣﺘﻮﺳﻂ ﺍﻟﺪﺭﺟﺔ ﻓﻮﻕ ‪ 50‬ﻳﻌﻨﻲ ﺃﻥ‬
‫ﻏﺎﻟﺒﻴﺔﺍﻟﻤﺴﺘﺠﻴﺒﻴﻦ ﻧﻈﺮﻭﺍ ﺇﻟﻰ ﻋﻨﺼﺮ ﺍﻟﻌﻤﻞ ﻫﺬﺍ ﺑﺸﻜﻞ‬
‫ﺇﻳﺠﺎﺑﻲ ‪،‬ﺃﻣﺎ ﺍﻟﺪﺭﺟﺔ ﺍﻟﻤﺘﻮﺳﻄﺔ ﺍﻟﺘﻲ ﺗﻘﻞ ﻋﻦ ‪ 50‬ﻓﺘﻌﻨﻲ ﺃﻥ‬
‫ﻏﺎﻟﺒﻴﺔﺍﻟﻤﺴﺘﺠﻴﺒﻴﻦ ﺭﺃﻭﺍ ﻫﺬﺍ ﺍﻟﻌﻨﺼﺮ ﺑﺸﻜﻞ ﺳﻠﺒﻲ ﺃﻛﺜﺮ‪.‬‬
‫ﺗﻔﺴﻴﺮﺗﺼﻨﻴﻔﺎﺕ ﺗﺼﻨﻴﻒ ﺍﻟﻤﺨﺎﻃﺮ‬
‫ﻣﻦﺍﻟﻤﻤﻜﻦ ﺃﻳﻀﺎً ﻃﻠﺐ ﻧﺘﺎﺉﺞ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﺣﺴﺐ‬
‫ﻣﺴﺘﻮﻯﺍﻟﻤﺨﺎﻃﺮ ﻟﺘﺤﺪﻳﺪ ﺍﻟﻤﺠﺎﻻﺕ ﺫﺍﺕ ﺍﻷﻭﻟﻮﻳﺔ‪ .‬ﺗﺤﺘﻮﻱ‬
‫ﻟﻮﺣﺔﻣﻌﻠﻮﻣﺎﺕ ﻧﺘﺎﺉﺞ ﺍﺳﺘﻄﻼﻉ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺛﻼﺙ‬
‫ﺗﺼﻨﻴﻔﺎﺕﻟﻠﻤﺨﺎﻃﺮ‪" :‬ﻣﻌﺮﺿﺔ ﻟﻠﺨﻄﺮ" ﻭ "ﻣﺤﺎﻳﺪ"‬
‫ﺍﻟﺸﻜﻞ‪ :5‬ﻣﻠﺼﻘﺎﺕ ﻣﺨﺎﻃﺮ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ‬
‫ﺃﻓﻀﻞ‬
‫ﺣﻴﺎﺩﻱ‬
‫ﻓﻲﺧﻄﺮ‬
 ‫ﻣﻠﺨﺺﺗﻘﺪﻳﻢ‬ ‫‪16‬‬
‫ﺍﻟﻨﺘﺎﺉﺞﻟﻠﻤﻮﻇﻔﻴﻦ‬

‫ﻳﺠﺐﻣﺸﺎﺭﻛﺔ ﻧﺘﺎﺉﺞ ﺍﺳﺘﻄﻼﻉ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﺃﻗﺮﺏ ﻭﻗﺖ ﻣﻤﻜﻦ ﺑﻌﺪ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺴﺢ‪ .‬ﻓﻲ‬
‫ﺍﻟﻌﺪﻳﺪﻣﻦ ﺍﻟﺒﻠﺪﺍﻥ )ﻣﺜﻞ ﺍﻟﻤﻤﻠﻜﺔ ﺍﻟﻤﺘﺤﺪﺓ ﻭﺃﺳﺘﺮﺍﻟﻴﺎ( ‪ ،‬ﻳﻌﺘﺒﺮ ﻣﺸﺎﺭﻛﺔ ﻧﺘﺎﺉﺞ ﺗﻘﻴﻴﻢ ﺍﻟﻤﺨﺎﻃﺮ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﺍﻟﺘﺰﺍﻣﺎًﻗﺎﻧﻮﻧﻴﺎً‪.‬‬

‫ﺗﻘﻴﻴﻢﺍﻟﻤﺨﺎﻃﺮ ‪ ،‬ﻟﺬﻟﻚ ﻳﺠﺐ ﺃﻳﻀﺎً ﻋﺮﺽ‬
‫ﺍﻟﺴﻠﺒﻴﺎﺕ ‪ /‬ﻣﺠﺎﻻﺕ ﺍﻟﺘﻄﻮﻳﺮ ﺍﻟﺮﺉﻴﺴﻴﺔ ﻋﻠﻰ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﺧﻼﻝ ﺟﻠﺴﺔ ﺍﻟﺘﻌﻠﻴﻘﺎﺕ ﻫﺬﻩ‪.‬‬
‫ﺗﺘﻮﻓﺮﺍﻟﻨﺘﺎﺉﺞ ﺍﻹﺟﻤﺎﻟﻴﺔ ﻻﺳﺘﻘﺼﺎء ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ‬
‫ﻋﻠﻰﺍﻟﻔﻮﺭ )ﻃﺎﻟﻤﺎ ﺗﻢ ﺟﻤﻊ ﺍﻟﺤﺪ ﺍﻷﺩﻧﻰ ﻣﻦ ﺍﻟﺮﺩﻭﺩ(‪.‬‬
‫ﻫﺬﺍﻳﻌﻨﻲ ﺃﻧﻪ ﻣﻦ ﺍﻟﻤﻤﻜﻦ ﺇﺟﺮﺍء ﺍﻟﻤﺴﺢ ﻭﺗﻘﺪﻳﻢ‬
‫ﺍﻟﻨﺘﺎﺉﺞﻟﻠﻤﻮﻇﻔﻴﻦ ﻓﻲ ﺟﻠﺴﺔ ‪ /‬ﻭﺭﺷﺔ ﻋﻤﻞ ﻭﺍﺣﺪﺓ‪.‬‬
‫ﺇﺫﺍﻗﺮﺭﺕ ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ ‪ ،‬ﻓﺘﺄﻛﺪ ﻣﻦ ﺍﻟﺘﻌﺮﻑ ﻋﻠﻰ‬
‫ﺍﻟﺒﻴﺎﻧﺎﺕﺍﻟﺘﻲ ﻳﺘﻢ ﺟﻤﻌﻬﺎ ﻭﻛﻴﻔﻴﺔ ﺗﻔﺴﻴﺮ ﺍﻟﻨﺘﺎﺉﺞ‬
‫ﻭﻛﻴﻒﺗﻨﻮﻱ ﻣﺸﺎﺭﻛﺘﻬﺎ ﻣﺮﺓ ﺃﺧﺮﻯ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ‪.‬‬
‫ﺑﺼﺮﻑﺍﻟﻨﻈﺮ ﻋﻦ ﻛﻮﻧﻪ ﻋﺎﺩﺓ ﻣﺘﻄﻠﺒﺎً ﺇﻟﺰﺍﻣﻴﺎً ‪ ،‬ﻓﺈﻥ‬
‫ﻣﺸﺎﺭﻛﺔﻧﺘﺎﺉﺞ ﺍﺳﺘﻄﻼﻉ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻣﻊ‬
‫ﺍﻟﻤﺴﺘﺠﻴﺒﻴﻦﻳﻤﻜﻦ ﺃﻥ ﻳﺴﺎﻋﺪ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻋﻠﻰ‬
‫ﺍﻟﺸﻌﻮﺭﺑﺄﻥ ﺍﻟﻮﻗﺖ ﺍﻟﺬﻱ ﺍﺳﺘﺜﻤﺮﻭﻩ ﻓﻲ ﺇﻛﻤﺎﻝ‬
‫ﺍﻻﺳﺘﺒﻴﺎﻥﻛﺎﻥ ﻣﻔﻴﺪﺍً‪ .‬ﻳﻤﻜﻦ ﺃﻥ ﻳﺴﻤﺢ ﻟﻬﻢ ﺃﻳﻀﺎً‬
‫ﺑﻤﻌﺮﻓﺔﻣﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺗﺼﻮﺭﺍﺗﻬﻢ ﺗﺘﻄﺎﺑﻖ ﻣﻊ ﺗﺼﻮﺭﺍﺕ‬
‫ﺯﻣﻼﺉﻬﻢ‪.‬ﺗﺤﻠﻰ ﺑﺎﻟﺸﻔﺎﻓﻴﺔ ﻗﺪﺭ ﺍﻹﻣﻜﺎﻥ ﻋﻨﺪ ﻣﺸﺎﺭﻛﺔ‬
‫ﺍﻟﻨﺘﺎﺉﺞﻷﻥ ﺫﻟﻚ ﺳﻴﺰﻳﺪ ﻣﻦ ﺛﻘﺔ ﺍﻟﻤﻮﻇﻒ ﻓﻲ‬
‫ﺍﻟﻌﻤﻠﻴﺔﻭﻳﺰﻳﺪ ﻣﻦ ﺍﺣﺘﻤﺎﻟﻴﺔ ﻣﺸﺎﺭﻛﺘﻪ ﻓﻲ ﺍﻟﻤﺮﺓ‬
‫ﺍﻟﻘﺎﺩﻣﺔﺍﻟﺘﻲ ﺗﺠﺮﻱ ﻓﻴﻬﺎ ﺍﻻﺳﺘﺒﻴﺎﻥ‪.‬‬

‫ﻋﻨﺪﺗﻨﻈﻴﻢ ﺟﻠﺴﺔ ﺍﻟﺘﻐﺬﻳﺔ ﺍﻟﺮﺍﺟﻌﺔ ‪ ،‬ﻳﻨُﺼﺢ ﺑﺎﻟﺒﺪء‬

‫ﺑﺎﻟﻤﺠﺎﻻﺕﺍﻟﺘﻲ ﻳﻨُﻈﺮ ﺇﻟﻴﻬﺎ ﻋﻠﻰ ﺃﻧﻬﺎ ﺃﻛﺜﺮ ﺇﻳﺠﺎﺑﻴﺔ‪ .‬ﻓﻲ‬
‫ﻣﻌﻈﻢﺃﻣﺎﻛﻦ ﺍﻟﻌﻤﻞ ‪ ،‬ﺳﺘﻜﻮﻥ ﺍﻹﻳﺠﺎﺑﻴﺎﺕ ﺃﻛﺜﺮ ﻣﻦ‬
‫ﺍﻟﺴﻠﺒﻴﺎﺕ ‪،‬ﻟﺬﺍ ﻓﻬﺬﻩ ﻃﺮﻳﻘﺔ ﺟﻴﺪﺓ ﻟﺘﺬﻛﻴﺮ ﻣﺠﻤﻮﻋﺔ‬
‫ﺍﻟﻌﻤﻞﺑﺎﻷﺷﻴﺎء ﺍﻟﺘﻲ ﺗﻌﻤﻞ ﺑﺸﻜﻞ ﺟﻴﺪ‪ .‬ﺳﺘﺴﺘﺨﺪﻡ‬
‫ﺍﻟﻌﺪﻳﺪﻣﻦ ﺃﻣﺎﻛﻦ ﺍﻟﻌﻤﻞ ﻣﻠﺤﻖ‬

‫ﻣﺴﺢﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻛﺘﺤﻠﻴﻞ ﺍﺣﺘﻴﺎﺟﺎﺕ ‪/‬‬

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‫ﻧﺼﺎﺉﺢﻟﻌﺮﺽ ﺍﻟﻨﺘﺎﺉﺞ ﻋﻠﻰ ﺍﻟﻤﻮﻇﻔﻴﻦ‬

‫ﻗﺪﻡﺍﻟﻨﺘﺎﺉﺞ ﻓﻲ ﺃﻗﺮﺏ ﻭﻗﺖ ﻣﻤﻜﻦ ﺑﻌﺪ ﺍﻻﺳﺘﻄﻼﻉ‪.‬‬

‫ﺗﺤﻠﻰﺑﺎﻟﺸﻔﺎﻓﻴﺔ ‪ -‬ﺷﺎﺭﻙ ﺍﻟﻨﺘﺎﺉﺞ ﻛﻤﺎ ﺗﻈﻬﺮ ﻟﻠﻤﺴﺆﻭﻝ‪.‬‬

‫ﺍﺑﺪﺃﺑﺎﻹﻳﺠﺎﺑﻴﺎﺕ‪.‬‬

‫ﺍﻃﻠﺐﻣﻦ ﻗﺎﺉﺪ ﻣﺠﻤﻮﻋﺔ ﺍﻟﻌﻤﻞ ﻓﻲ ﺍﻟﻐﺮﻓﺔ ﺃﺛﻨﺎء ﺍﻟﻌﺮﺽ‬

‫ﺍﻟﺘﻘﺪﻳﻤﻲﻹﻇﻬﺎﺭ ﺍﻟﺪﻋﻢ ﻟﻠﻌﻤﻠﻴﺔ‪.‬‬

‫ﻋﻨﺪﻋﺮﺽ ﺍﻟﻨﺘﺎﺉﺞ ﻋﻠﻰ ﺍﻟﻤﻮﻇﻔﻴﻦ ‪ ،‬ﺧﺼﺺ ﺃﻳﻀﺎً ﻭﻗﺘﺎً ﻟﻤﺰﻳﺪ ﻣﻦ‬

‫ﺍﻻﺳﺘﺸﺎﺭﺍﺕﻟﻔﻬﻢ ﺍﻟﻨﺘﺎﺉﺞ ﺑﺸﻜﻞ ﺃﻓﻀﻞ ﻣﻦ ﻭﺟﻬﺔ ﻧﻈﺮﻫﻢ‪.‬‬

‫‪|© People Diagnostix 202041‬‬

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‫ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﺃﻓﻬﻢﺑﺸﻜﻞ ﺃﻓﻀﻞ‬
‫ﺍﻟﻤﺨﺎﻃﺮﺍﻟﺮﺉﻴﺴﻴﺔ‬

‫ﺑﻤﺠﺮﺩﺗﺠﻤﻴﻊ ﻧﺘﺎﺉﺞ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻭﻣﺸﺎﺭﻛﺘﻬﺎ ﻣﺮﺓ ﺃﺧﺮﻯ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ‪ ،‬ﻓﻘﺪ ﺣﺎﻥ ﺍﻟﻮﻗﺖ‬
‫ﻟﻠﺘﺸﺎﻭﺭﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻟﻔﻬﻢ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺮﺉﻴﺴﻴﺔ ﺍﻟﺘﻲ ﺣﺪﺩﻫﺎ ﺗﺤﻠﻴﻞ ﺑﻴﺎﻧﺎﺕ ﺍﻟﻤﺴﺢ ﺑﺸﻜﻞ ﺃﻓﻀﻞ‪ .‬ﻓﻲ‬
‫ﻛﺜﻴﺮﻣﻦ ﺍﻟﺤﺎﻻﺕ ‪ ،‬ﺳﻴﺘﻢ ﺍﻻﻧﺘﻬﺎء ﻣﻦ ﻫﺬﺍ ﻓﻲ ﻧﻔﺲ ﺍﻟﺠﻠﺴﺔ ‪ ،‬ﻣﺒﺎﺷﺮﺓ ﺑﻌﺪ ﻣﺸﺎﺭﻛﺔ ﻧﺘﺎﺉﺞ ﺍﻻﺳﺘﻄﻼﻉ‪.‬‬
‫ﻳﺠﺐﺗﻀﻤﻴﻦ ﺟﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺍﻟﺬﻳﻦ ﻃﻠُﺐ ﻣﻨﻬﻢ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻓﻲ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﺑﻐﺾ ﺍﻟﻨﻈﺮ‬
‫ﻋﻤﺎﺇﺫﺍ ﻛﺎﻧﻮﺍ ﻗﺪ ﺃﻛﻤﻠﻮﺍ ﺍﻻﺳﺘﺒﻴﺎﻥ ﺃﻡ ﻻ‪ .‬ﻣﻦ ﻭﺍﺟﺐ ﺃﻳﻀﺎً ﺗﻀﻤﻴﻦ ﻣﻤﺜﻠﻲ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ )‪ (HSRs‬ﻓﻲ‬
‫ﻫﺬﻩﺍﻟﺨﻄﻮﺓ ﺇﺫﺍ ﺗﻢ ﺗﻌﻴﻴﻨﻬﻢ ﻟﺘﻤﺜﻴﻞ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﻣﺴﺎﺉﻞ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‪.‬‬

‫ﻭﻣﻊﺫﻟﻚ ‪ ،‬ﻫﺬﺍ ﻟﻴﺲ ﻫﻮ ﺍﻟﺤﺎﻝ ﺑﺎﻟﻀﺮﻭﺭﺓ‪ .‬ﺑﺼﺮﻑ‬
‫ﺍﻟﻨﻈﺮﻋﻦ ﻋﺪﻡ ﻭﺟﻮﺩ ﺃﻳﺪﻱ ﻛﺎﻓﻴﺔ ﻟﻠﺘﻌﺎﻣﻞ ﻣﻊ ﺣﺠﻢ‬
‫ﺍﻟﻌﻤﻞﺍﻟﺬﻱ ﻳﺘﻌﻴﻦ ﺇﻛﻤﺎﻟﻪ ‪ ،‬ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﻋﺐء‬
‫ﺍﻟﻌﻤﻞﺃﻳﻀﺎً ﻧﺎﺗﺠﺎً ﻋﻦ ﻧﻘﺺ ﻛﻔﺎءﺓ ﺍﻟﻌﻤﻞ‪ .‬ﻗﺪ ﻳﻜﻮﻥ‬
‫ﻫﺬﺍﺑﺴﺒﺐ ﺗﻮﻗﻊ ﺣﻀﻮﺭ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻟﺴﺎﻋﺎﺕ ﻣﻦ‬
‫ﺍﻻﺟﺘﻤﺎﻋﺎﺕﻛﻞ ﻳﻮﻡ ‪ ،‬ﺃﻭ ﻣﻄﺎﻟﺒﺘﻬﻢ ﺑﺎﻟﺴﻴﺮ ﺃﻭ ﺍﻟﺴﻔﺮ‬
‫ﻟﻤﺴﺎﻓﺎﺕﻃﻮﻳﻠﺔ ﺧﻼﻝ ﻳﻮﻡ ﺍﻟﻌﻤﻞ ‪ ،‬ﺃﻭ ﺍﻹﻓﺮﺍﻁ ﻓﻲ‬
‫ﻣﺜﻘﻠﺔﺑﻤﺘﻄﻠﺒﺎﺕ ﺍﻹﺩﺍﺭﺓ ﺃﻭ ﺇﻋﺪﺍﺩ ﺍﻟﺘﻘﺎﺭﻳﺮ‪ .‬ﻟﺬﻟﻚ ‪،‬‬
‫ﻟﻠﺘﺨﻔﻴﻒﻣﻦ ﻣﺨﺎﻃﺮ ﻋﺐء ﺍﻟﻌﻤﻞ ‪ ،‬ﻳﺠﺐ ﺍﻟﺒﺤﺚ‬
‫ﻋﻦﺍﻟﻜﻔﺎءﺍﺕ ﻓﻲ ﻫﺬﻩ ﺍﻟﻤﺠﺎﻻﺕ ‪ ،‬ﺑﺪﻻ ًﻣﻦ ﺇﺿﺎﻓﺔ‬
‫ﻋﺪﺩﺍﻟﻤﻮﻇﻔﻴﻦ ‪ -‬ﻭﻫﻮ ﺃﻣﺮ ﻣﻦ ﻏﻴﺮ ﺍﻟﻤﺮﺟﺢ ﺃﻥ‬
‫ﻳﺨﻔﻒﺍﻟﻀﻐﻂ ﻋﻠﻰ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺍﻟﺤﺎﻟﻴﻴﻦ ﻷﻧﻪ ﻻ‬
‫ﻳﻌﺎﻟﺞﺍﻟﺴﺒﺐ ﺍﻟﺠﺬﺭﻱ ﻟﻺﺟﻬﺎﺩ‪.‬‬
‫ﻳﻤﻜﻦﻟﻠﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺃﻥ ﻳﻠﻘﻲ ﺍﻟﻀﻮء‬
‫ﺑﺴﺮﻋﺔﻋﻠﻰ ﺍﻟﺴﺒﺐ ﺍﻟﺠﺬﺭﻱ ﻟﻠﻤﺨﺎﻃﺮ ﺍﻟﺮﺉﻴﺴﻴﺔ‬
‫ﺍﻟﻤﺤﺪﺩﺓﻓﻲ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ‪ -‬ﻭﺍﻟﺬﻱ ﺑﺪﻭﺭﻩ‬
‫ﻳﺰﻳﺪﻣﻦ ﺍﺣﺘﻤﺎﻟﻴﺔ ﺗﻄﺒﻴﻖ ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﺨﻔﻴﻒ‬
‫ﺍﻟﺘﻲﺗﻌﺎﻟﺞ ﺍﻟﺴﺒﺐ ﺍﻟﺠﺬﺭﻱ ﻟﻠﻀﻐﻮﻁ‪.‬‬
‫ﺗﻌﺘﺒﺮﺍﺳﺘﺸﺎﺭﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺑﺸﺄﻥ ﻧﺘﺎﺉﺞ ﺍﻟﻤﺴﺢ‬
‫ﺧﻄﻮﺓﻣﻬﻤﺔ ﻓﻲ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ‪ .‬ﻗﺪ ﻳﺤﺪﺩ‬
‫ﺍﻻﺳﺘﻄﻼﻉﺃﻫﻢ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﺘﻲ ﻳﺠﺐ ﻣﻌﺎﻟﺠﺘﻬﺎ ‪،‬‬
‫ﻭﻟﻜﻦﺳﻴﺘﻢ ﺗﻮﺿﻴﺢ ﺍﻟﻤﺤﺎﺩﺛﺎﺕ ﺍﻟﻨﺎﺗﺠﺔﻟﻤﺎﺫﺍ ﻫﻨﺎﻙ‬
‫ﻣﺸﻜﻠﺔ‪.‬ﻣﻦ ﺍﻟﺼﺤﻴﺢ ﺃﻳﻀﺎً ﺃﻧﻪ ﻓﻲ ﺑﻌﺾ ﺍﻟﺤﺎﻻﺕ ‪،‬‬
‫ﻗﺪﺗﻌﺘﻘﺪ ﺍﻹﺩﺍﺭﺓ ﺃﻧﻬﺎ ﺗﻔﻬﻢ ﺳﺒﺐ ﺗﺤﺪﻳﺪ ﺍﻟﺨﻄﺮ‬
‫ﺍﻟﻨﻔﺴﻲﺍﻻﺟﺘﻤﺎﻋﻲ ﻋﻠﻰ ﺃﻧﻪ ﺧﻄﺮ ﺭﺉﻴﺴﻲ ﻣﻦ ﺧﻼﻝ‬
‫ﻣﺴﺢﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻭﻛﻴﻔﻴﺔ ﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﻫﺬﻩ‬
‫ﺍﻟﻤﺨﺎﻃﺮ ‪،‬ﻭﻟﻜﻦ ﻋﻨﺪ ﺍﻟﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ‪ ،‬ﻳﺘﻢ‬
‫ﺇﺩﺭﺍﻙﺍﻟﻤﺸﻜﻠﺔ ﺑﺴﺮﻋﺔ ﻟﻢ ﻳﻜﻦ ﻣﻔﻬﻮﻣﺎ ﺗﻤﺎﻣﺎ‪.‬‬
‫ﺧﺬﻋﺐء ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ‪ .‬ﻳﺮﺗﺒﻂ ﻋﺐء‬
‫ﺍﻟﻌﻤﻞﻛﻤﺎ ﺗﻢ ﻗﻴﺎﺳﻪ ﺑﻮﺍﺳﻄﺔ ﻣﺴﺢ ﺗﺼﻤﻴﻢ‬
‫ﺍﻟﻌﻤﻞﺑﻌﺪﺩ ﺍﻟﻤﻬﺎﻡ ﺍﻟﻤﻄﻠﻮﺑﺔ ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﻹﻛﻤﺎﻟﻬﺎﻭﺍﻟﻮﻗﺖ ﺍﻟﻤﺘﺎﺡ ﻟﻬﻢ ﻹﻛﻤﺎﻟﻬﺎ‪ .‬ﻋﻨﺪﻣﺎ ﻳﺘﻢ‬
‫ﺗﺤﺪﻳﺪﻋﺐء ﺍﻟﻌﻤﻞ ﻋﻠﻰ ﺃﻧﻪ ﺧﻄﺮ ﺭﺉﻴﺴﻲ ‪ ،‬ﻓﺈﻥ‬
‫ﺍﻻﻓﺘﺮﺍﺽﺍﻟﺸﺎﺉﻊ ﻫﻮ ﺃﻥ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻏﺎﺭﻗﻮﻥ ﻓﻲ‬
‫ﻛﻤﻴﺔﺍﻟﻌﻤﻞ ﺍﻟﻤﻄﻠﻮﺏ ﻣﻨﻬﻢ ﺇﻛﻤﺎﻟﻪ ‪ ،‬ﻭﺑﺎﻟﺘﺎﻟﻲ‬
‫ﻟﻠﺘﺨﻔﻴﻒﻣﻦ ﻫﺬﺍ ﺍﻟﻌﺪﺩ ﺍﻟﻤﻄﻠﻮﺏ ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﻟﺘﺨﻔﻴﻒﺍﻟﻌﺐء‪.‬‬

‫|‪42 © People Diagnostix 2020‬‬

 ‫ﻧﺼﺎﺉﺢﻟﻠﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺑﺸﺄﻥ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺮﺉﻴﺴﻴﺔ‬

‫ﺧﺼﺺﻭﻗﺘﺎً ﻟﻠﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﻧﻔﺲ ﺍﻟﺠﻠﺴﺔ ﻋﻨﺪﻣﺎ ﺗﺸﺎﺭﻙ‬

‫ﻧﺘﺎﺉﺞﺍﺳﺘﻄﻼﻉ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ‪.‬‬

‫ﺇﺫﺍﻛﺎﻧﺖ ﻫﻨﺎﻙ ﻣﺠﻤﻮﻋﺔ ﻛﺒﻴﺮﺓ ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺗﻜﻤﻞ ﺍﻻﺳﺘﺒﻴﺎﻥ ﻓﻲ‬

‫ﻭﻗﺖﻭﺍﺣﺪ )ﻋﻠﻰ ﺳﺒﻴﻞ ﺍﻟﻤﺜﺎﻝ ﺃﻛﺜﺮ ﻣﻦ ‪ ، (50‬ﻓﻔﻜﺮ ﻓﻲ ﺗﻘﺪﻳﻢ‬
‫ﺍﻟﻤﻼﺣﻈﺎﺕﻭﺍﻟﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﻣﺠﻤﻮﻋﺎﺕ ﺃﺻﻐﺮ‪ .‬ﻗﺪ ﺗﺨﺘﺎﺭ‬
‫ﺃﻳﻀﺎًﺗﻘﺪﻳﻢ ﺍﻟﻤﻼﺣﻈﺎﺕ ﺇﻟﻰ ﺍﻟﻤﺠﻤﻮﻋﺔ ﺍﻷﻛﺒﺮ ‪ ،‬ﺛﻢ ﺗﻘﺴﻴﻤﻬﺎ ﺇﻟﻰ‬
‫ﻣﺠﻤﻮﻋﺎﺕﺃﺻﻐﺮ ﺑﺤﻴﺚ ﺗﺘﺎﺡ ﺍﻟﻔﺮﺻﺔ ﻟﺠﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﻳﺸﻌﺮﻭﻥ‬
‫ﺑﺮﺍﺣﺔﺃﻛﺒﺮ ﻓﻲ ﺍﻟﻤﺴﺎﻫﻤﺔ ﻓﻲ ﺍﻟﻤﻨﺎﻗﺸﺔ‪.‬‬

‫ﺍﺳﺄﻝﺃﻭﻻ ًﻋﻤﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺮﺉﻴﺴﻴﺔ ﺍﻟﺘﻲ ﺣﺪﺩﻫﺎ ﻣﺴﺢ ﺗﺼﻤﻴﻢ‬
‫ﺍﻟﻌﻤﻞﺗﻌﻜﺲ ﺗﺠﺮﺑﺘﻬﻢ ﺍﻟﺨﺎﺻﺔ‪.‬‬

‫ﻣﻦﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺮﺉﻴﺴﻴﺔ ‪ ،‬ﺍﺳﺄﻝ ﻋﻤﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﻫﻨﺎﻙ ﺃﻱ ﻣﺸﻜﻼﺕ ﻳﺮﻭﻥ‬

‫ﺃﻧﻬﺎﺫﺍﺕ ﺗﺄﺛﻴﺮ ﺃﻛﺒﺮ ﻋﻠﻰ ﻣﺴﺘﻮﻳﺎﺕ ﺍﻟﺘﻮﺗﺮ ﻣﻦ ﻏﻴﺮﻫﺎ‪.‬‬

‫ﺍﺳﺄﻝﻋﻦ ﺍﻟﺘﻌﺎﻣﻞ ﻣﻊ ﺧﻄﺮ ﺭﺉﻴﺴﻲ ﻭﺍﺣﺪ ﻓﻲ ﻭﻗﺖ ﻭﺍﺣﺪ‪:‬‬

‫ﻛﻴﻒﻳﺒﺪﻭ ﻫﺬﺍ ﻓﻲ ﺩﻭﺭﻙ ﺍﻟﻴﻮﻣﻲ؟‬ ‫‪-‬‬

‫ﻛﻢﻣﺮﺓ ﺗﺸﻌﺮ ﺑﺎﻟﺘﻮﺗﺮ ‪ /‬ﺗﺤﺖ ﺍﻟﻀﻐﻂ ﺑﺴﺒﺐ ﻫﺬﺍ؟‬ ‫‪-‬‬

‫ﻫﻞﻫﻨﺎﻙ ﺃﻭﻗﺎﺕ ﻣﻌﻴﻨﺔ ﻳﻤﺜﻞ ﺫﻟﻚ ﻣﺸﻜﻠﺔ ﺑﺎﻟﻨﺴﺒﺔ ﻟﻚ )ﻣﺜﻞ‬ ‫‪-‬‬

‫ﺍﻟﻄﻠﺒﺎﺕﺍﻟﻤﻮﺳﻤﻴﺔ(؟‬

‫ﻫﻞﻫﻨﺎﻙ ﺳﺒﺐ ﻭﺍﺣﺪ ﻟﻬﺬﻩ ﺍﻟﻤﺸﻜﻠﺔ ﺃﻡ ﺃﻥ ﻫﻨﺎﻙ ﻋﺪﺓ ﻣﺴﺎﻫﻤﻴﻦ؟‬ ‫‪-‬‬

‫ﺇﺫﺍﺗﻢ ﺗﻨﺎﻭﻝ ﻫﺬﻩ ﺍﻟﻤﺸﻜﻠﺔ ‪ ،‬ﻓﻤﺎ ﺍﻟﻔﻮﺍﺉﺪ ﺍﻟﺘﻲ ﺗﺘﻮﻗﻊ ﺃﻥ ﺗﺮﺍﻫﺎ؟ )‬ ‫‪-‬‬
‫ﻳﻮﻓﺮﺍﻟﺘﺮﻛﻴﺰ ﺍﻟﻤﺴﺘﻘﺒﻠﻲ ﻭﺍﻟﺘﺄﻳﻴﺪ ﻟﻠﺨﻄﻮﺓ ﺍﻟﺘﺎﻟﻴﺔ ﻣﻦ ﻋﻤﻠﻴﺔ‬
‫ﺍﻟﺘﺸﺎﻭﺭ(‪.‬‬

‫‪|© People Diagnostix 202043‬‬

 ‫ﺟﻤﻊﺍﻻﻗﺘﺮﺍﺣﺎﺕ‬

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‫ﻣﻦﺍﻟﻤﻮﻇﻔﻴﻦ ‪ON‬‬
‫ﻛﻴﻔﻴﺔﺗﺤﺴﻴﻦ ﺍﻟﻤﺠﺎﻻﺕ‬
‫ﺍﻟﺮﺉﻴﺴﻴﺔ‬

‫ﺍﻟﺘﺸﺎﻭﺭﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺗﺤﺴﻴﻦ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﺍﻟﻤﺤﺘﻤﻠﺔ ﻫﻮ ﺍﻟﺘﺰﺍﻡ‬
‫‪ WHS‬ﻓﻲ ﺍﻟﻌﺪﻳﺪ ﻣﻦ ﺍﻟﺒﻠﺪﺍﻥ‪ .‬ﺇﻟﻰ ﺟﺎﻧﺐ ﻛﻮﻧﻪ ﻣﻄﻠﺒﺎً ﻗﺎﻧﻮﻧﻴﺎً ‪ ،‬ﻓﺈﻥ ﻣﻄﺎﻟﺒﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺑﺈﺩﺧﺎﻝ ﻣﺪﺧﻼﺕ ﻓﻲ‬
‫ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕﻟﺘﺤﺴﻴﻦ ﻣﺠﺎﻻﺕ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻤﺤﺪﺩﺓ ﻳﻤﻜﻦ ﺃﻥ ﻳﺨﻠﻖ ﻣﻠﻜﻴﺔ ﺃﻛﺒﺮ ﻟﺨﻄﺔ ﺍﻟﻌﻤﻞ ﺍﻟﻨﺎﺗﺠﺔ ‪ ،‬ﻭﻳﺰﻳﺪ‬
‫ﻣﻦﺍﺣﺘﻤﺎﻟﻴﺔ ﺗﺤﻘﻴﻖ ﻧﺘﺎﺉﺞ ﺇﻳﺠﺎﺑﻴﺔ‪.‬‬

‫ﺿﻊﻓﻲ ﺍﻋﺘﺒﺎﺭﻙ ﺍﻟﻘﻴﺎﻡ ﺑﻬﺬﺍ ﺍﻟﻌﻤﻞ ﻓﻲ‬ ‫ﻛﻴﻔﻴﺔﺍﺳﺘﺸﺎﺭﺓ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺣﻮﻝ‬

‫ﻣﺠﻤﻮﻋﺎﺕﺃﺻﻐﺮ )‪ 20‬ﻣﻮﻇﻔﺎً ﺃﻭ ﺃﻗﻞ( ﻟﻤﻨﺢ‬
‫ﺍﻟﺠﻤﻴﻊﻓﺮﺻﺔ ﻛﺎﻓﻴﺔ ﻟﻠﻤﺸﺎﺭﻛﺔ‪.‬‬
‫ﺿﻊﻓﻲ ﺍﻋﺘﺒﺎﺭﻙ ﺍﻟﻘﻴﺎﻡ ﺑﻬﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻓﻲ‬
‫ﻣﺠﻤﻮﻋﺎﺕﺍﻟﻌﻤﻞ ﺍﻷﺻﻐﺮ ﺍﻟﻤﻮﺟﻮﺩﺓ ﺑﺸﻜﻞ‬
‫ﻣﻨﻔﺼﻞﺛﻢ ﺇﻋﺎﺩﺓ ﻫﺬﻩ ﺍﻻﻗﺘﺮﺍﺣﺎﺕ ﺇﻟﻰ ﻣﺠﻤﻮﻋﺔ‬
‫ﺃﻛﺒﺮﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ )ﺃﻭ ﻣﺠﻤﻮﻋﺔ ﺍﻟﻌﻤﻞ(‪.‬‬
‫ﺍﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕﺍﻟﺘﺤﺴﻴﻦ‬
‫ﻳﻔﻀﻞﺇﻛﻤﺎﻝ ﻫﺬﻩ ﺍﻟﺨﻄﻮﺓ ﺷﺨﺼﻴﺎً‪.‬‬
‫ﺣﺪﺩﻭﻗﺘﺎً ﻛﺎﻓﻴﺎً ﻟﺠﻤﻊ ﺍﻻﻗﺘﺮﺍﺣﺎﺕ ﻟﻠﺴﻤﺎﺡ‬
‫ﺑﻤﻨﺎﻗﺸﺔﻋﺪﺩ ﻣﻦ ﺍﻻﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﻭﺇﺗﺎﺣﺔ‬
‫ﺍﻟﻔﺮﺻﺔﻟﺠﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻟﻠﻤﺴﺎﻫﻤﺔ‪.‬‬

‫ﺗﺄﻛﺪﻣﻦ ﺗﻮﺛﻴﻖ ﺟﻤﻴﻊ ﺍﻻﻗﺘﺮﺍﺣﺎﺕ ﺣﻴﺚ ﺳﻴﺘﻢ‬

‫ﺍﺳﺘﺨﺪﺍﻡﺫﻟﻚ ﻣﻦ ﺃﺟﻞ ﺗﻄﻮﻳﺮ ﺧﻄﺔ ﺇﺩﺍﺭﺓ‬ ‫ﺗﻮﻓﻴﺮﻓﺮﺻﺔ ﻟﺠﻤﻴﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻟﺘﻘﺪﻳﻢ‬
‫ﺍﻟﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ‬ ‫ﺍﻟﻤﺪﺧﻼﺕﺑﻐﺾ ﺍﻟﻨﻈﺮ ﻋﻦ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ‬
‫ﺍﻻﺳﺘﺒﻴﺎﻥ‪.‬‬
‫ﺗﺄﻛﺪﻣﻦ ﺗﻀﻤﻴﻦ ‪ HSRs‬ﺇﺫﺍ ﺗﻢ ﺗﻌﻴﻴﻨﻬﻢ‬
‫ﻟﺘﻤﺜﻴﻞﺍﻟﻤﻮﻇﻔﻴﻦ‪.‬‬

‫|‪44 © People Diagnostix 2020‬‬

 ‫ﺃﺳﺉﻠﺔﻻﺳﺘﻨﺒﺎﻁ ﺍﻗﺘﺮﺍﺣﺎﺕ ﺍﻟﺘﺤﺴﻴﻦ ﻣﻦ ﺍﻟﻤﻮﻇﻔﻴﻦ‬

‫"ﺇﺫﺍ ﻛﻨﺖ ﺍﻟﻤﺪﻳﺮ ‪ ،‬ﻓﻤﺎﺫﺍ ﺳﺘﻔﻌﻞ ﻟﻤﻌﺎﻟﺠﺔ ﻫﺬﺍ ﺍﻷﻣﺮ؟"‬

‫"ﻣﺎ ﻫﻲ ﺍﻟﻄﺮﻳﻘﺔ ﺍﻟﺴﻬﻠﺔ ﻟﻤﻌﺎﻟﺠﺔ ﻫﺬﺍ ﺍﻷﻣﺮ؟"‬

‫"ﻣﺎ ﻫﻲ ﺍﻟﺨﻄﻮﺍﺕ ﺍﻟﻤﺤﺪﺩﺓ ﺍﻟﻤﻄﻠﻮﺑﺔ؟" )ﺇﺫﺍ ﺗﻢ ﺍﻗﺘﺮﺍﺡ ﺗﺪﺧﻞ ﻣﻌﻘﺪ(‪.‬‬

‫"ﻣﺎ ﺍﻟﺬﻱ ﻳﺘﻄﻠﺒﻪ ﻫﺬﺍ ﻟﻴﻜﻮﻥ ﻧﺎﺟﺤﺎً؟" )ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺎﻟﻮﻗﺖ‬

‫ﻭﺍﻟﻤﻴﺰﺍﻧﻴﺔ(‪.‬‬

‫"ﻣﺎ ﻫﻲ ﺍﻟﻔﻮﺍﺉﺪ ﺍﻟﺘﻲ ﺗﺘﻮﻗﻌﻬﺎ ﻣﻦ ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ؟"‬

‫"ﻣﻦ ﻳﺠﺐ ﺃﻥ ﻳﻜﻮﻥ ﻣﺴﺆﻭﻻ ًﻋﻦ ﺍﻟﻘﻴﺎﻡ ﺑﺬﻟﻚ؟"‬

‫"ﻣﺎ ﻫﻮ ﺍﻹﻃﺎﺭ ﺍﻟﺰﻣﻨﻲ ﺍﻟﺬﻱ ﻳﺠﺐ ﺃﻥ ﻳﺴُﺘﻜﻤﻞ ﻓﻴﻪ؟" )ﻋﻠﻰ‬

‫ﺳﺒﻴﻞﺍﻟﻤﺜﺎﻝ ‪ ،‬ﺷﻬﺮ ﻭﺍﺣﺪ ‪ 3-1 ،‬ﺃﺷﻬﺮ ‪ 12-6 ،‬ﺷﻬﺮﺍً(‪.‬‬

‫‪|© People Diagnostix 202045‬‬

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‫ﺧﻠﻖﺍﻟﻌﻘﻠﻴﺔ‬
‫ﺭﻓﺎﻫﻴﺔ‬
‫ﺧﻄﺔﺇﺩﺍﺭﺓ‬

‫ﺍﻟﻬﺪﻑﻣﻦ ﺍﺳﺘﻜﻤﺎﻝ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻫﻮ ﺗﺤﺪﻳﺪ ﻣﺠﺎﻻﺕ ﺍﻟﺘﺪﺧﻞ ﻭﺍﻻﻟﺘﺰﺍﻡ ﺑﺴﻠﺴﻠﺔ ﻣﻦ ﺍﻹﺟﺮﺍءﺍﺕ ﻣﻦ‬
‫ﺃﺟﻞﻣﻌﺎﻟﺠﺔ ﻫﺬﻩ ﺍﻟﻤﺠﺎﻻﺕ ﺧﻼﻝ ﺍﻟﻔﺘﺮﺓ ﺍﻟﻘﺎﺩﻣﺔ‪ .‬ﻳﻌﺪ ﺇﻧﺸﺎء ﺧﻄﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺗﺘﻮﻳﺠﺎً ﻟﻠﻌﺪﻳﺪ ﻣﻦ‬
‫ﺍﻟﺨﻄﻮﺍﺕﺍﻟﺴﺎﺑﻘﺔ ﺍﻟﺘﻲ ﺍﺗﺨﺬﺗﻬﺎ ﻟﻠﻮﺻﻮﻝ ﺇﻟﻰ ﻫﺬﻩ ﺍﻟﻨﻘﻄﺔ‪.‬‬

‫ﺑﻤﺠﺮﺩﺇﻧﺸﺎء ﺍﻹﺻﺪﺍﺭ ﺍﻷﻭﻝ ﻣﻦ ﺍﻟﺨﻄﺔ ‪ ،‬ﻣﻦ‬
‫ﺍﻟﺤﻜﻤﺔﻣﺸﺎﺭﻛﺔ ﻫﺬﺍ ﻣﺮﺓ ﺃﺧﺮﻯ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﻟﻠﺤﺼﻮﻝﻋﻠﻰ ﺟﻮﻟﺔ ﺃﺧﻴﺮﺓ ﻣﻦ ﺍﻟﺘﻌﻠﻴﻘﺎﺕ ﻗﺒﻞ‬
‫ﻭﺿﻊﺍﻟﻠﻤﺴﺎﺕ ﺍﻷﺧﻴﺮﺓ ﻋﻠﻰ ﺍﻟﺨﻄﺔ‪ .‬ﺳﻴﺆﺩﻱ ﺫﻟﻚ‬
‫ﺇﻟﻰﺯﻳﺎﺩﺓ ﺍﻟﺸﻔﺎﻓﻴﺔ ‪ ،‬ﻭﺯﻳﺎﺩﺓ ﻣﻠﻜﻴﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ‬
‫ﻟﻠﺨﻄﺔﺍﻟﻨﻬﺎﺉﻴﺔ ﻣﺮﺓ ﺃﺧﺮﻯ‪.‬‬
‫ﻳﺠﺐﺍﻻﺣﺘﻔﺎﻅ ﺑﺨﻄﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﻨﻬﺎﺉﻴﺔ‬
‫ﻓﻲﻣﻜﺎﻥ ﻳﺴﻬﻞ ﺍﻟﻮﺻﻮﻝ ﺇﻟﻴﻪ‪ .‬ﻗﺪ ﻳﺮﻏﺐ ﺍﻷﺷﺨﺎﺹ‬
‫ﺍﻟﻤﺴﺆﻭﻟﻮﻥﻋﻦ ﺇﺟﺮﺍءﺍﺕ ﻣﻌﻴﻨﺔ ﻓﻲ ﺗﻌﻴﻴﻦ ﺇﺷﻌﺎﺭﺍﺕ‬
‫ﺍﻟﺘﻘﻮﻳﻢﻣﻦ ﺃﺟﻞ ﺗﺬﻛﻴﺮﻫﻢ ﺑﺎﻹﺟﺮﺍءﺍﺕ ﺍﻷﺳﺎﺳﻴﺔ‬
‫ﺍﻟﻤﻄﻠﻮﺑﺔﻗﺒﻞ ﺣﻠﻮﻝ ﻣﻮﻋﺪ ﺍﺳﺘﺤﻘﺎﻗﻬﺎ‪ .‬ﺿﻊ ﻓﻲ‬
‫ﺍﻋﺘﺒﺎﺭﻙﺃﻳﻀﺎً ﺇﺿﺎﻓﺔ ﺧﻄﺔ ﺍﻟﻌﻤﻞ ﻛﺒﻨﺪ ﻣﻦ ﺑﻨﻮﺩ‬
‫ﺟﺪﻭﻝﺍﻷﻋﻤﺎﻝ ﺇﻟﻰ ﺍﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﻣﻦ‬
‫ﺃﺟﻞﺿﻤﺎﻥ ﻭﺿﻌﻬﺎ ﻓﻲ ﻣﻘﺪﻣﺔ ﺍﻷﺫﻫﺎﻥ ‪ ،‬ﻭﻣﺘﺎﺑﻌﺔ‬
‫ﺍﻹﺟﺮﺍءﺍﺕﺍﻟﻤﻠﺘﺰﻡ ﺑﻬﺎ‪ .‬ﻓﻜﺮ ﻓﻲ ﺃﻱ ﻣﻜﺎﻥ ﺁﺧﺮ ﺗﺘﻨﺎﺳﺐ‬
‫ﻓﻴﻪﺧﻄﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻣﻦ ﺃﺟﻞ ﺿﻤﺎﻥ‬
‫ﺣﺼﻮﻟﻬﺎﻋﻠﻰ ﺍﻻﻫﺘﻤﺎﻡ ﺍﻟﻤﻨﺘﻈﻢ ﻭﺇﺗﻤﺎﻡ ﺧﻄﻮﺍﺕ‬
‫ﺍﻟﻌﻤﻞﺣﺴﺐ ﺍﻟﺮﻏﺒﺔ‪.‬‬
‫ﺧﻄﺔﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻫﻲ ﺍﻟﻤﻜﺎﻥ ﺍﻟﺬﻱ ﺳﺘﻮﺛﻖ‬
‫ﻓﻴﻪﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺮﺉﻴﺴﻴﺔ ﺍﻟﺨﺎﺻﺔ ﺑﻚ ‪ ،‬ﻭﺧﻄﻮﺍﺕ‬
‫ﺍﻟﻌﻤﻞﺍﻟﻤﺤﺪﺩﺓ ﻟﻤﻌﺎﻟﺠﺘﻬﺎ ‪ ،‬ﻭﺗﻌﻴﻴﻦ ﺍﻟﻤﺴﺆﻭﻟﻴﺎﺕ‬
‫ﻷﻓﺮﺍﺩ ‪ /‬ﻣﺠﻤﻮﻋﺎﺕ ﻣﻌﻴﻨﺔ ﻟﺤﻀﻮﺭ ﻫﺬﻩ ﺍﻹﺟﺮﺍءﺍﺕ‬
‫ﻓﻲﺇﻃﺎﺭ ﺯﻣﻨﻲ ﻣﺤﺪﺩ‪ .‬ﻳﺤﺘﻮﻱ ‪ FlourishDx‬ﻋﻠﻰ‬
‫ﻧﻤﻮﺫﺝﻟﺨﻄﺔ ﺍﻟﻌﻤﻞ ﻫﺬﻩ ‪ ،‬ﻭﻣﻊ ﺫﻟﻚ ﻳﻤﻜﻨﻚ ﺍﺧﺘﻴﺎﺭ‬
‫ﺍﺳﺘﺨﺪﺍﻡﻧﻤﻮﺫﺝ ﺩﺍﺧﻠﻲ ﺣﻴﺚ ﻗﺪ ﻳﻜﻮﻥ ﻟﺪﻳﻚ‬
‫ﻭﺛﺎﺉﻖﻣﻤﺎﺛﻠﺔ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﺄﻧﺸﻄﺔ ‪ WHS‬ﺍﻷﺧﺮﻯ‪.‬‬
‫ﻣﻦﺍﻟﻤﻬﻢ ﺩﻣﺞ ﺍﻗﺘﺮﺍﺣﺎﺕ ﺍﻟﻤﻮﻇﻒ ‪ HSR /‬ﺍﻟﻮﺍﺭﺩﺓ‬
‫ﻣﻦﺍﻟﺨﻄﻮﺓ ﺍﻟﺴﺎﺑﻘﺔ‪ .‬ﺳﻴﻀﻤﻦ ﺫﻟﻚ ﻣﺸﺎﺭﻛﺔ ﻫﺆﻻء‬
‫ﺍﻷﺷﺨﺎﺹﻭﺍﻟﺘﺰﺍﻣﺎً ﺃﻛﺒﺮ ﺑﺎﺗﺒﺎﻉ ﺍﻟﺨﻄﺔ ﺍﻟﻨﻬﺎﺉﻴﺔ‪ .‬ﻗﺪ‬
‫ﻳﺘﻢﺗﻜﻠﻴﻒ ﺍﻟﻤﺪﻳﺮ ﺍﻟﻤﺒﺎﺷﺮ ﺑﻤﺴﺆﻭﻟﻴﺔ ﺗﺠﻤﻴﻊ ﺟﻤﻴﻊ‬
‫ﺍﻟﺘﻌﻠﻴﻘﺎﺕﻣﻦ ﺍﻟﺨﻄﻮﺓ ﺍﻟﺴﺎﺑﻘﺔ ﻭﺻﻴﺎﻏﺔ ﺍﻹﺻﺪﺍﺭ‬
‫ﺍﻷﻭﻝﻣﻦ ﺧﻄﺔ ﺍﻟﻌﻤﻞ‪ .‬ﻳﻤﻜﻦ ﺃﻳﻀﺎً ﺗﻌﻴﻴﻦ ﻫﺬﻩ‬
‫ﺍﻟﻤﺴﺆﻭﻟﻴﺔﻟﻤﺠﻤﻮﻋﺔ ﻋﻤﻞ ﺃﻭ ‪.HSR‬‬

‫|‪46 © People Diagnostix 2020‬‬

‫‪|© People Diagnostix 202047‬‬
‫ﺧﻄﺔﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ‪ -‬ﻣﺜﺎﻝ ﻋﻠﻰ ﺍﻟﻘﺴﻢ‬

‫ﻋﻮﺍﻣﻞﺍﻟﺨﻄﺮ‪:‬ﺗﻢ ﺗﺤﺪﻳﺪ ﻋﺐء ﺍﻟﻌﻤﻞ ﻭﺍﻟﻄﻠﺐ ﺍﻟﻤﻌﺮﻓﻲ ﻋﻠﻰ ﺃﻧﻬﻤﺎ ﺃﻋﻠﻰ ﻋﻮﺍﻣﻞ ﺍﻟﺨﻄﺮ ﻣﻦ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ‬ ‫ﻗﺴﻢ‪:‬ﻗﺴﻢ ﺍﻟﻤﺜﺎﻝ‬
‫ﻗﺼﻴﺮﺇﻟﻰ ﻣﺘﻮﺳﻂ ﺍﻟﻤﺪﺓ )‪ 6-0‬ﺃﺷﻬﺮ(‬
‫ﺍﻟﺘﻌﻠﻴﻘﺎﺕﻋﻠﻰ ﺍﻟﻤﺮﺍﺟﻌﺔ‬ ‫ﺗﺎﺭﻳﺦﺍﻟﻤﺮﺍﺟﻌﺔ‬ ‫ﺗﺎﺭﻳﺦﺍﻟﻌﻤﻞ‬ ‫ﺷﺨﺺﻣﺴﺆﻭﻝ‬ ‫ﺍﻹﺟﺮﺍءﻣﻄﻠﻮﺏ‬
‫ﺗﻢﺗﺤﺪﻳﺪ ﻋﺐء ﺍﻟﻌﻤﻞ ﻭﺍﻟﻄﻠﺐ ﺍﻟﻤﻌﺮﻓﻲ ﻋﻠﻰ‬ ‫ﺍﻛﺘﻤﺎﻝ‬ ‫ﻣﺪﻳﺮﻋﺎﻡ ‪/‬‬ ‫ﻗﻢﺑﺈﺟﺮﺍء ﻣﺴﺢ ﻟﺘﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻟﺘﺤﺪﻳﺪ ﻋﻮﺍﻣﻞ ﺍﻟﺨﻄﺮ ﻟﻠﻔﺮﻳﻖ ﺑﺎﻟﺘﻌﺎﻭﻥ ﻣﻊ ﺍﻹﺩﺍﺭﺍﺕ‬
‫ﺃﻧﻬﻤﺎﺃﻋﻠﻰ ﻋﻮﺍﻣﻞ ﺍﻟﺨﻄﺮ‪.‬‬ ‫ﻗﺎﺉﺪﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﺒﺸﺮﻳﺔ ‪ /‬ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ‬ ‫ﺍﻷﺧﺮﻯ‬

‫ﺷﻬﺮﻳﺎ‬ ‫ﺷﻬﺮﻳﺎ‬ ‫ﻳﺆﺩﻱﺍﻟﻘﺴﻢ‬ ‫ﻋﻘﺪﻣﻨﺎﻗﺸﺎﺕ ﻣﻨﺘﻈﻤﺔ ﻣﻊ ﺍﻟﻔﺮﻳﻖ ﻭﺍﻟﺴﻌﻲ ﻟﻔﻬﻢ ﻋﺐء ﺍﻟﻌﻤﻞ ﻭﺿﻐﻮﻁ ﺍﻟﻌﻤﻞ ﺍﻟﺘﻲ ﺗﺤﺪﺙ‬

‫ﺷﻬﺮﻳﺎ‬ ‫ﺍﺟﺘﻤﺎﻋﺎﺕﺍﻟﻔﺮﻳﻖ‬ ‫ﻳﺆﺩﻱﺍﻟﻘﺴﻢ‬ ‫ﻋﺰﺯﺍﻟﺘﻮﻗﻌﺎﺕ ﺍﻟﺘﺎﻟﻴﺔ ﻣﻊ ﻓﺮﻳﻖ ﺍﻟﻤﺸﺮﻭﻉ‪:‬‬

‫‪.1‬ﺍﻟﻌﻤﻞ ﻟﺴﺎﻋﺎﺕ ﻃﻮﻳﻠﺔ ﻏﻴﺮ ﺿﺮﻭﺭﻳﺔ ﺃﻣﺮ ﻏﻴﺮ ﻣﻘﺒﻮﻝ‪.‬‬
‫‪.2‬ﺃﻧﻪ ِﺍﻟﻌﻤﻞ ﻣﺒﻜﺮﺍً ﺇﺫﺍ ﻛﺎﻥ ﻟﺪﻳﻚ ﺑﺪﺍﻳﺎﺕ ﻣﺒﻜﺮﺓ )ﻣﺜﻞ ﺍﻻﺟﺘﻤﺎﻋﺎﺕ ‪ /‬ﺍﻟﺴﻔﺮ( ؛‬
‫‪.3‬ﺍﻟﺘﺄﻛﺪ ﻣﻦ ﺃﻥ ﺃﻋﻀﺎء ﺍﻟﻔﺮﻳﻖ ﻳﺄﺧﺬﻭﻥ ﺇﺟﺎﺯﺓ ﺳﻨﻮﻳﺔ ﻋﻠﻰ ﻣﺪﺍﺭ ﺍﻟﻌﺎﻡ‪.‬‬

‫‪.4‬ﺗﻌﺰﻳﺰ ﺗﺮﺗﻴﺒﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻟﻤﺮﻧﺔ )ﻣﺜﻞ ﺍﻟﻌﻤﻞ ﻣﻦ ﺍﻟﻤﻨﺰﻝ( ﻋﻨﺪ ﺍﻻﻗﺘﻀﺎء‪.‬‬

‫‪.5‬ﺗﺤﺪﻱ ﺍﻟﻤﺘﻄﻠﺒﺎﺕ ﻏﻴﺮ ﺍﻟﻀﺮﻭﺭﻳﺔ ﻣﻦ ﺍﻹﺩﺍﺭﺍﺕ ‪ /‬ﺍﻟﻌﻤﻼء ﺍﻟﺪﺍﺧﻠﻴﺔ ﺃﻭ ﺍﻟﺨﺎﺭﺟﻴﺔ‪.‬‬

‫‪.6‬ﺗﺤﺪﻳﺪ ﺃﻭﻟﻮﻳﺎﺕ ﺍﻟﻌﻤﻞ ﺍﻟﺤﺎﺳﻢ ﻭﺇﺛﺎﺭﺓ ﺍﻟﻤﺨﺎﻭﻑ ﺑﺸﺄﻥ ﻗﻀﺎﻳﺎ ﻋﺐء ﺍﻟﻌﻤﻞ ﻓﻲ ﻭﻗﺖ ﻣﺒﻜﺮ‪ .‬ﺍﺑﺤﺚ‬
‫ﻋﻦﺯﻣﻼء ﺍﻟﻌﻤﻞ ﻓﻲ ﺍﻟﻘﺴﻢ ﻟﻠﻤﺴﺎﻋﺪﺓ ﻋﻨﺪ ﺍﻟﺤﺎﺟﺔ‪.‬‬

‫ﻳﺆﺩﻱﺍﻟﻘﺴﻢ‬ ‫ﺗﺤﻘﻖﻣﻦ ﺃﻥ ﻣﻮﺍﺭﺩ ﺍﻟﻔﺮﻳﻖ ﻛﺎﻓﻴﺔ ﻟﺤﻤﻞ ﺍﻟﻌﻤﻞ ﺍﻟﺤﺎﻟﻲ ﻭﺍﻟﻘﺎﺩﻡ ﺑﻤﺎ ﻓﻲ ﺫﻟﻚ ﺍﻟﻜﻔﺎءﺓ ﻭﺍﻟﻘﺪﺭﺓ‬

‫ﺭﺑﻌﻲ‬ ‫‪HR / HSELead‬‬ ‫ﺗﻌﺰﻳﺰﺍﻟﺘﺪﺭﻳﺐ ﻭﺍﻟﺪﻋﻢ ﻭﺍﻟﻤﻮﺍﺩ ﺍﻟﺨﺎﺻﺔ ﺑﺎﻟﺸﺮﻛﺔ ﺍﻟﻤﺘﺎﺣﺔ ﻛﻌﻨﺼﺮ ﺗﺤﻜﻢ ﺍﺳﺘﺒﺎﻗﻲ ﻭﺗﺨﻔﻴﻒ ﻹﺩﺍﺭﺓ‬
‫ﺍﻟﺮﻓﺎﻫﻴﺔﺍﻟﻌﻘﻠﻴﺔ‬
‫ﺷﻬﺮﻳﺎ‬ ‫ﺟﺎﺭﻱﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻣﺪﻳﺮﻋﺎﻡ‬ ‫ﺗﺸﺎﻭﺭﻣﻊ ﺍﻟﻔﺮﻳﻖ ﺣﻮﻝ ﺗﻘﺪﻡ ﺇﺟﺮﺍءﺍﺕ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻓﻲ ﺍﺟﺘﻤﺎﻋﺎﺕ ﺍﻟﻔﺮﻳﻖ ﺍﻟﻤﻨﺘﻈﻤﺔ‬

‫ﺷﻬﺮﻳﺎ‬ ‫ﺟﺎﺭﻱﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻗﺴﻢ‬ ‫ﺍﺣﺘﻔﻞﺑﺎﻟﻨﺠﺎﺣﺎﺕ ﻭﺍﻹﻧﺠﺎﺯﺍﺕ ﻋﻠﻰ ﻣﺴﺘﻮﻯ ﺍﻟﻔﺮﻳﻖ ﻭﺍﻟﺸﺮﻛﺔ ﺑﺸﻜﻞ ﻣﻨﺘﻈﻢ ‪ -‬ﺍﺣﺘﻔﻞ ﺑﻨﻘﺎﻁ ﻗﻮﺓ ﺃﻋﻀﺎء‬
‫ﻳﺆﺩﻱ ‪ /‬ﺟﻨﺮﺍﻝ ﻣﻮﺗﻮﺭﺯ‬ ‫ﺍﻟﻔﺮﻳﻖﺍﻟﺘﻲ ﺳﺎﻋﺪﺕ ﻓﻲ ﺗﺤﻘﻴﻖ ﺍﻟﻨﺠﺎﺡ‪.‬‬

‫‪1‬ﻳﻨﺎﻳﺮ ‪2020‬‬ ‫‪HR / HSELead‬‬ ‫ﺇﺟﺮﺍءﻣﺴﺢ ﻣﺘﺎﺑﻌﺔ ﻟﺘﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻟﻘﻴﺎﺱ ﻓﻌﺎﻟﻴﺔ ﺍﻹﺟﺮﺍء ﻭﺃﻱ ﺗﻐﻴﻴﺮ ﻓﻲ ﻋﻮﺍﻣﻞ ‪/‬‬
‫ﻧﺘﺎﺉﺞﺍﻟﺨﻄﺮ‬

‫ﻣﺜﺎﻝﻋﻠﻰ ﺧﻄﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ )ﻳﺘﻢ ﺗﻄﻮﻳﺮﻫﺎ ﺑﺎﻟﺘﺸﺎﻭﺭ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﺑﻌﺪ ﺍﻻﻧﺘﻬﺎء ﻣﻦ ﺍﺳﺘﺒﻴﺎﻥ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ(‬
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‫ﺗﺮﻗﻴﺔﺍﻟﻤﻮﻇﻒ‬
‫ﻭﻳﻠﺒﻴﻴﻨﺞﻭ‬
‫ﺷﺠﻊﻋﻠﻰ ﺍﻟﻌﻨﺎﻳﺔ ﺍﻟﺬﺍﺗﻴﺔ‬

‫ﻛﺠﺰءﻣﻦ ﻧﻬﺞ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ‪ ،‬ﻳﺠﺐ ﻋﻠﻰ ﺃﺻﺤﺎﺏ ﺍﻟﻌﻤﻞ ﺍﺗﺨﺎﺫ ﺇﺟﺮﺍءﺍﺕ ﻟﻤﻨﻊ ﺍﻟﻀﺮﺭ ‪ ،‬ﻭﻟﻜﻦ‬
‫ﺃﻳﻀﺎًﺗﻌﺰﻳﺰ ﺍﻟﺮﻓﺎﻫﻴﺔ‪ .‬ﻣﺜﻞ ﺍﻟﺼﺤﺔ ﺍﻟﺠﺴﺪﻳﺔ ‪ ،‬ﻳﻤﻜﻦ ﺍﻟﻌﻨﺎﻳﺔ ﺑﺎﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺑﺸﻜﻞ ﺍﺳﺘﺒﺎﻗﻲ ﻣﻦ ﺧﻼﻝ‬
‫ﺍﻟﻤﻤﺎﺭﺳﺔﺍﻟﻤﻨﺘﻈﻤﺔ ﻟﻠﺴﻠﻮﻛﻴﺎﺕ ﺍﻟﻤﻌﺰﺯﺓ ﻟﻠﺼﺤﺔ‪ .‬ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﻳﻜﻮﻥ ﺍﻟﻤﻮﻇﻔﻮﻥ ﻣﺸﻐﻮﻟﻴﻦ ‪ ،‬ﻟﺬﺍ ﻓﺈﻥ‬
‫ﺍﻟﺮﻋﺎﻳﺔﺍﻟﺬﺍﺗﻴﺔ )ﺧﺎﺻﺔ ﺍﻟﺴﻠﻮﻛﻴﺎﺕ ﺍﻻﺳﺘﺒﺎﻗﻴﺔ ﺍﻟﻤﻌﺰﺯﺓ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ( ﻳﻤﻜﻦ ﺃﻥ ﺗﺘﻼﺷﻰ ﻣﺎ ﻟﻢ ﻳﺘﻢ ﺇﺑﻘﺎء‬
‫ﺫﻟﻚﻓﻲ ﺻﺪﺍﺭﺓ ﺍﻟﺬﻫﻦ ﺑﺎﻧﺘﻈﺎﻡ‪ .‬ﻳﺘﻀﻤﻦ ‪ FlourishDx‬ﻣﻴﺰﺗﻴﻦ ﻣﺼﻤﻤﺘﻴﻦ ﺧﺼﻴﺼﺎً ﻟﻠﻤﺴﺎﻋﺪﺓ ﻓﻲ ﺫﻟﻚ‪.‬‬

‫ﻃﻮﺭﻭﺍﺭﻛﺎﺉﺰ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ )‪.(PERMA + Sleep‬‬ ‫ﻣﺪﺭﺏﺍﻟﻠﻴﺎﻗﺔ ﺍﻟﻌﻘﻠﻴﺔ‬

‫ﻳﻤﻜﻦﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦ ﺍﻻﺧﺘﻴﺎﺭ ﻣﻦ ﺑﻴﻦ ﺛﻤﺎﻧﻴﺔ ﺻﻮﺭ‬
‫ﺗﻮﺟﻴﻬﺎًﺇﻟﻰ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺘﺎﺣﺔ ﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦ ﻋﻨﺪ‬
‫ﺭﻣﺰﻳﺔﻣﺨﺘﻠﻔﺔ ﻟـ ‪ ، J‬ﻭﺍﻟﺘﻲ ﺗﻐﻄﻲ ﺍﻟﺬﻛﻮﺭ ﻭﺍﻹﻧﺎﺙ ﻋﺒﺮ‬
‫ﻭﺻﻮﻟﻬﻢﺇﻟﻰ ﺍﻟﺘﻄﺒﻴﻖ ﻷﻭﻝ ﻣﺮﺓ‪ .‬ﻭﺳﻴﺸﻤﻞ ﺫﻟﻚ‬
‫ﺍﻟﻌﺪﻳﺪﻣﻦ ﺍﻷﻋﺮﺍﻕ ‪ ،‬ﻣﻦ ﺃﺟﻞ ﺗﻠﺒﻴﺔ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺍﻟﻔﺮﺩ‬
‫ﺣﺜﻬﻢﻋﻠﻰ ﺇﻛﻤﺎﻝ ﻣﺴﺢ ﺍﻻﺯﺩﻫﺎﺭ ﻟﺘﺤﺪﻳﺪ ﻣﺪﻯ‬
‫ﻧﺠﺎﺣﻬﻢ‪ J‬ﻫﻮ ﺭﻭﺑﻮﺕ ﺩﺭﺩﺷﺔ ﺗﻤﺖ ﺑﺮﻣﺠﺘﻪ ﺑﻮﺍﺳﻄﺔ‬
‫ﺗﻔﻀﻴﻼﺕﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦ‪.‬‬
‫ﻋﻠﻤﺎءﺍﻟﻨﻔﺲ ﻟﺘﻘﺪﻳﻢ ﺗﺪﺭﻳﺐ ﻣﻨﺘﻈﻢ ﺑﻨﺎء ًﻋﻠﻰ‬
‫ﻟﻀﻤﺎﻥﺃﻥ ﻧﺼﺎﺉﺢ ﺍﻟﺘﺪﺭﻳﺐ ﻣﺼﻤﻤﺔ ﻭﻓﻘﺎً‬ ‫ﺍﺣﺘﻴﺎﺟﺎﺕﻭﺗﻔﻀﻴﻼﺕ ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦ ﺍﻟﻔﺮﺩﻳﻴﻦ‪.‬‬
‫ﻻﺣﺘﻴﺎﺟﺎﺗﻬﻢﻭﺗﻔﻀﻴﻼﺗﻬﻢ ‪ ،‬ﺳﻴﻄُﻠﺐ ﻣﻦ‬ ‫ﺳﻴﻮﻓﺮ"‪"J‬‬
‫ﺍﻟﻤﺴﺘﺨﺪﻣﻴﻦﺍﻻﺧﺘﻴﺎﺭ ﺑﻴﻦ ‪ 6-1‬ﻣﺠﺎﻻﺕ ﺗﺮﻛﻴﺰ‬
‫ﻟﺘﺪﺭﻳﺒﻬﻢ‪.‬ﺑﻤﺠﺮﺩ ﺗﺤﺪﻳﺪﻩ ‪ ،‬ﺳﻴﺘﻮﺍﺻﻞ ‪ J‬ﻣﺮﺓ ﻭﺍﺣﺪﺓ‬
‫ﻋﻠﻰﺍﻷﻗﻞ ﻓﻲ ﺍﻷﺳﺒﻮﻉ ﻣﻦ ﺃﺟﻞ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ‬
‫ﻣﺤﺎﺩﺛﺔﻣﻊ ﺍﻟﻤﺴﺘﺨﺪﻡ ﺑﺨﺼﻮﺹ ﺍﻹﺟﺮﺍءﺍﺕ ﺍﻟﺘﻲ‬
‫ﻳﻤﻜﻦﺍﺗﺨﺎﺫﻫﺎ ﻟﺘﺤﺴﻴﻦ ﻣﻨﻄﻘﺔ ﺍﻟﺘﺪﺭﻳﺐ ﺍﻟﻤﺤﺪﺩﺓ‪.‬‬
‫ﻳﻤﻜﻦﻟﻠﻤﺴﺘﺨﺪﻣﻴﻦ ﺃﻳﻀﺎً ﺇﻛﻤﺎﻝ ﺍﺳﺘﻄﻼﻉ‬
‫‪ VIA Character Strengths‬ﻭﺗﻠﻘﻲ ﻧﺼﺎﺉﺢ‬
‫ﺗﺪﺭﻳﺐﻣﻨﺘﻈﻤﺔ ﺣﻮﻝ ﻧﻘﺎﻁ ﺍﻟﻘﻮﺓ ﻓﻲ ﺷﺨﺼﻴﺎﺗﻬﻢ‪.‬‬

‫|‪48 © People Diagnostix 2020‬‬

 ‫ﻳﻤﻜﻦﺍﺧﺘﻴﺎﺭ ﻣﻮﺿﻮﻋﺎﺕ ﺗﻌﺰﻳﺰ ﺍﻟﺼﺤﺔ ﺑﺸﻜﻞ ﻋﺸﻮﺍﺉﻲ ‪ ،‬ﺃﻭ‬ ‫ﺃﺩﻟﺔﻣﻨﺎﻗﺸﺔ ﺍﻟﻘﺎﺉﺪ‬
‫ﺑﻨﺎء ًﻋﻠﻰ ﺍﻟﻨﺘﺎﺉﺞ ﺍﻹﺟﻤﺎﻟﻴﺔ ﻟﻤﺴﺢ ‪.Flourish Survey‬‬
‫ﻳﺴﻤﺢﺍﻟﺨﻴﺎﺭ ﺍﻷﺧﻴﺮ ﺑﺎﺗﺒﺎﻉ ﻧﻬﺞ ﺃﻛﺜﺮ ﺍﺳﺘﻬﺪﺍﻓﺎً ﺑﻨﺎء ًﻋﻠﻰ ﺍﻟﺤﺎﺟﺔ‬ ‫ﻳﺤﺘﻮﻱ‪ FlourishDx‬ﻋﻠﻰ ﺃﻛﺜﺮ ﻣﻦ ‪ 30‬ﻭﺣﺪﺓ ﺗﺪﺭﻳﺒﻴﺔ ﻳﻤﻜﻦ‬
‫ﺍﻟﻤﺤﺪﺩﺓﻭﺑﺎﻟﺘﺎﻟﻲ ﻗﺪ ﻳﺰﻳﺪ ﻣﻦ ﻣﺸﺎﺭﻛﺔ ﺍﻟﻤﻮﻇﻒ ﻓﻲ ﺍﻟﻨﺸﺎﻁ‪.‬‬ ‫ﺇﻛﻤﺎﻟﻬﺎﻛﺒﺮﻧﺎﻣﺞ ﺗﻌﻠﻴﻢ ﺇﻟﻜﺘﺮﻭﻧﻲ ﺗﻘﻠﻴﺪﻱ ‪ ،‬ﺃﻭ ﺑﻨﻬﺞ ﺗﻌﻠﻴﻤﻲ‬
‫ﻣﺪﻣﺞﺑﺎﺳﺘﺨﺪﺍﻡ ﺃﺩﻟﺔ ﻣﻨﺎﻗﺸﺔ ﺍﻟﻘﺎﺉﺪ ﺍﻟﻤﺼﺎﺣﺒﺔ‪.‬‬

‫ﻗﺪﺗﺮﻏﺐ ﺍﻟﻤﺆﺳﺴﺎﺕ ﻓﻲ ﺗﺨﺼﻴﺺ ﺍﻟﻮﻗﺖ ﺑﺸﻜﻞ ﻣﺘﻜﺮﺭ‬

‫ﻣﺮﺓﺃﻭ ﻣﺮﺗﻴﻦ ﻓﻲ ﺍﻟﺸﻬﺮ ﻹﺷﺮﺍﻙ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻲ ﻓﻴﺪﻳﻮ ﻗﺼﻴﺮ‬
‫ﻣﻦﻣﻜﺘﺒﺔ ‪ ، FlourishDx‬ﻣﺘﺒﻮﻋﺎً ﺑﺄﺳﺉﻠﺔ ﻣﻨﺎﻗﺸﺔ ﺍﻟﻤﺠﻤﻮﻋﺔ‬
‫ﻓﻲﺩﻟﻴﻞ ﻣﻨﺎﻗﺸﺔ ﺍﻟﻘﺎﺉﺪ‪ .‬ﻳﻤﻜﻦ ﺃﻥ ﻳﻮﻓﺮ ﻫﺬﺍ ﻓﺮﺻﺔ ﻟﻴﺲ‬
‫ﻓﻘﻂﻟﺰﻳﺎﺩﺓ ﻣﻌﺮﻓﺔ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭﻭﻋﻴﻬﻢ ﺑﺎﻟﻤﻮﺿﻮﻋﺎﺕ‬
‫ﺍﻟﺮﺉﻴﺴﻴﺔ ‪،‬ﻭﻟﻜﻦ ﺃﻳﻀﺎً ﻟﻠﺴﻤﺎﺡ ﻟﻬﻢ ﺑﺎﻟﺘﻌﻠﻢ ﻣﻦ ﺗﺠﺎﺭﺏ‬
‫ﺑﻌﻀﻬﻢﺍﻟﺒﻌﺾ‪.‬‬

‫ﺩﻟﻴﻞﻣﻨﺎﻗﺸﺔ ﺍﻟﻘﺎﺉﺪ‪:‬‬
‫ﺍﺳﺘﻤﺮﺍﺭﻳﺔ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‬

‫ﺎﺉﺪ‪ :‬ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‬

‫ﺩﻟﻴﻞﻣﻨﺎﻗﺸﺔ ﺍﻟﻘ‬

‫ﻋﻦ ﻣﺼﻄﻠﺢ "ﺍﻟﻤﺮﺽ‬

‫ﻧﻘﺎﻁﺍﻹﻏﻼﻕ‬
‫ﺃﺳﺉﻠﺔﺍﻟﻤﺠﻤﻮﻋﺔ‬
‫ﺍﻟﻨﻔﺴﻴﺔ ﻟﻴﺲ ﺑﺪﻳﻼ ً‬
‫ﺘﺼﻠﺔ ﻭﻛﻞ ﻣﻨﺎ ﻟﺪﻳﻪ‬ ‫ﻣﺼﻄﻠﺢﺍﻟﺼﺤﺔ‬
‫ﻌﻘﻠﻴﺔ ﻫﻲ ﺳﻠﺴﻠﺔ ﻣ‬
‫ﻤﺮﺽ ‪ ،‬ﻭﻟﻜﻦ ﺃﻳﻀﺎً ﻋﻠﻰ‬ ‫ﺍﻟﻌﻘﻠﻲ"‪ .‬ﺍﻟﺼﺤﺔ ﺍﻟ‬
‫ﻋﻠﻰ ﺍﻟﺒﻘﺎء ﺧﺎﻟﻴﺎً ﻣﻦ ﺍﻟ‬
‫ﺍﻟﻘﺪﺭﺓﻟﻴﺲ ﻓﻘﻂ‬
‫ﺍﻻﺯﺩﻫﺎﺭ‪.‬‬ ‫ﺍﺳﺘﻴ‬‫ﻌﺎﺏ‬
‫ﻴﺴﻴﺔ ﻟﺴﻠﺴﻠﺔ ﺍﻟﺼﺤﺔ‬

‫ﻣﺎﻫﻲ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ؟‬

‫ﻟﻤﺴﺘﻮﻳﺎﺕ ﺍﻟﺜﻼﺛﺔ ﺍﻟﺮﺉ‬
‫ﻣﺎﻫﻲ ﺍ‬
‫ﻤﺮﺽ ﻋﻘﻠﻲ ﻛﻞ ﻋﺎﻡ؟‬ ‫ﺍﻟﻨﻔﺴﻴﺔ؟‬
‫ﺨﺎﺹ ﺍﻟﺬﻳﻦ ﺳﻴﺼﺎﺑﻮﻥ ﺑ‬
‫ﻛﻢﻋﺪﺩ ﺍﻷﺷ‬
‫ﻋﺪﺩﻫﻢ ﻓﻲ ﺣﻴﺎﺗﻬﻢ؟‬
‫ﻛﻢ‬
‫ﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﺍﻟﺠﻴﺪﺓ؟‬
‫ﻫﻲ ﺍﻟﺮﻛﺎﺉﺰ ﺍﻟﺨﻤﺲ ﻟﻠ‬
‫ﻣﺎ‬ ‫ﺃﻫﺪﺍﻑﺍﻟﺘﻌﻠﻢ‪:‬‬

‫ﺗﻌﻠﻢﻋﻤﻴﻖ‬ ‫ﺍﻓﻬﻢﺍﻟﻤﻘﺼﻮﺩ ﺑﻤﺼﻄﻠﺢ "ﺍ‬

‫ﻌﻘﻠﻴﺔ ‪ ،‬ﻓﻤﻦ ﺍﻟﻤﺤﺘﻤﻞ‬
‫ﻣﻌﺪﻝ ﺍﻧﺘﺸﺎﺭ ﺍﻷﻣﺮﺍﺽ ﺍﻟ‬
‫ﺍﻟﻐﺮﻓﺔ ﻟﺪﻳﻬﻢ ﺗﺠﺮﺑﺔ‬
‫ﻟﺪﻳﻨﺎ ﺃﺷﺨﺎﺹ ﻓﻲ ﻫﺬﻩ‬
‫ﻧﻈﺮﺍًﻻﺭﺗﻔﺎﻉ‬
‫ﻳﻤﻜﻦ ﺃﻥ ﻳﻜﻮﻥ ﻫﻨﺎﻙ‬
‫ﺷﺨﺼﻴﺔ‪.‬‬
‫ﻣﺮﺍﺽ ﺍﻟﻘﻠﺐ ﻭﺍﻟﺴﻜﺮﻱ ‪،‬‬
‫ﻺﺻﺎﺑﺔ ﺑﻤﺮﺽ ﻋﻘﻠﻲ‪.‬‬
‫ﺍﻟﻨﺎﺱ ﺃﻛﺜﺮ ﻋﺮﺿﺔ ﻟ‬
‫ﻳﻤﻜﻨﻨﺎ ﺟﻤﻴﻌﺎً ﺍﺗﺨﺎﺫ‬ ‫ﺍﺳﺘﻌﺪﺍﺩﻭﺭﺍﺛﻲ ﻳﺠﻌﻞ‬
‫ﻣﺜﻞ ﺻﺤﺘﻨﺎ ﺍﻟﺠﺴﺪﻳﺔ ‪،‬‬
‫ﻭﻟﺘﺤﺴﻴﻦ ﺭﻓﺎﻫﻴﺘﻨﺎ‪.‬‬
‫ﺧﺎﻟﻴﻴﻦ ﻣﻦ ﺍﻷﻣﺮﺍﺽ‬
‫ﻭﻣﻊﺫﻟﻚ ‪ ،‬ﺗﻤﺎﻣﺎً‬
‫ﻄﻮﺍﺕﺇﻳﺠﺎﺑﻴﺔ ﻟﻠﺒﻘﺎء‬
‫ﻟﺠﻴﺪﺓ ﺗﺮﺗﺒﻂ ﺑﻬﺎ ﺃﻛﺜﺮ‬
‫ﺨﻤﺲ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍ‬
‫ﺃﻱﻣﻦ ﺍﻟﺮﻛﺎﺉﺰ ﺍﻟ‬
‫ﺘﺒﻌﻬﺎ ﻟﺘﻨﺸﻴﻂ ﻧﻔﺴﻚ‬
‫ﻣﻦﻏﻴﺮﻫﺎ؟‬
‫ﺳﺘﺮﺍﺗﻴﺠﻴﺎﺕ ﺍﻟﺘﻲ ﺗ‬
‫ﻣﺎﻫﻲ ﺍﻻ‬
‫ﻋﻨﺪﻣﺎﺗﺸﻌﺮ ﺑﺎﻹﺣﺒﺎﻁ؟‬
‫ﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ"‪ .‬ﺃﻋﺪ ﺇﺣﺼﺎء‬
‫ﺍﻧﺘﺸﺎﺭﺍﻟﻤﺮﺽ ﺍﻟﻨﻔﺴﻲ‬
‫ﺃﻥﻳﻜﻮﻥ‬
‫ﺗﻮﺿﻴﺢﺍﻟﺮﻛﺎﺉﺰ ﺍﻟ‬
‫ﺨﻤﺲ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﺠﻴﺪﺓ‬
‫ﺗﻤﺎﻣﺎًﻣﺜﻞ ﺃ‬
‫ﻣﻌﻠ‬
‫ﻮﻣﺎﺕﺍﺳﺎﺳﻴﺔ‬ ‫ﻣﺜﻞﺍﻟﺼﺤﺔ ﺍﻟ‬
‫ﺠﺴﺪﻳﺔ ‪ ،‬ﺗﻌﺘﺒﺮ ﺍﻟﺼﺤﺔ ﺍﻟ‬
‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﻳﺘﺤﺮﻙ ﻓﻴﻬﺎ ﻣﻌﻈﻢ‬
‫ﻨﻔﺴﻴﺔ ﺳﻠﺴﻠﺔ ﻣﺘﺼﻠﺔ‬
‫ﻭﻫﺒﻮﻃﺎً ﻓﻲ ﻣﺮﺍﺣﻞ‬
‫ﺍﻟﻨﺎﺱﺻﻌﻮﺩﺍً‬
‫ﻣﺨﺘﻠﻔﺔ ﻣﻦ ﺍﻟﺤﻴﺎﺓ‪ .‬ﻳﻤﻜﻦ‬
‫ﺧ‬ ‫ﺩﻟﻴﻞﺍﻟﻤﻨﺎﻗﺸﺔ‬ ‫ﺃﻥ ﻳﻜﻮﻥ ﻫﺬﺍ ﺑﺴﺒﺐ‬
‫ﺃﻭ ﺍﻻﺳﺘﻌﺪﺍﺩ ﺍﻟﻮﺭﺍﺛﻲ‪.‬‬
‫ﺃﻭ ﺍﻟﻈﺮﻭﻑ ﺍﻟﺨﺎﺭﺟﻴﺔ‬
‫ﺍﻟﻌﺎﺩﺍﺕﺍﻟﻔﺮﺩﻳﺔ‬
‫ﺗ‬
‫ﺸﻤﻞﺍﻟﻤﺠﺎﻻﺕ ﺍﻟﺜﻼﺛﺔ ﺍﻟ‬
‫ﻤﻬﻤﺔ ﻟﺴﻠﺴﻠﺔ ﺍﻟﺼﺤﺔ ﺍﻟ‬ ‫)ﺗ‬
‫ﻗﺒﻞﺍﻟﺘﻴﺴﻴﺮ‪:‬‬ ‫ﻌﻘﻠﻴﺔ ﺍﻟﻤﺮﺽ ﺍﻟﻨﻔﺴﻲ‬ ‫ﺸﻤﻞ ﺍﻷﻣﺮﺍﺽ ﺍﻟﺸ‬
‫‪.1‬ﺷﺎﻫﺪ‬ ‫ﺎﺉﻌﺔ ﺍﻻﻛﺘﺉﺎﺏ ﻭﺍﻟﻘﻠﻖ(‬
‫‪ ،‬ﻭﺍﻟﻌﺎﻓﻴﺔ ﺍﻟﻌﻘﻠﻴﺔ )‬ ‫ﺼﻮﻝﻋﻠﻰ ﻣﺎ ﻳﺮﺍﻡ( ‪ ،‬ﻭﺍﻻ‬
‫ﺍﻟﺤ‬
‫ﻭﺣﺪﺓ ﺍﻟﻔﻴﺪﻳﻮ ﺑﻨﻔﺴﻚ‪.‬‬ ‫ﺯﺩﻫﺎﺭ )ﺍﻟﺘﻤﺘﻊ ﺑﻤﺴﺘﻮﻯ‬
‫ﻣﺜﺎﻟﻲ ﻣﻦ ﺍﻟﺮﻓﺎﻫﻴﺔ(‪.‬‬
‫ﺎﺳﻴﺔ‬ ‫ﺍﻷﺳ‬ ‫ﻣﺎﺕ‬ ‫‪.2‬ﺗﻌﺮﻑ ﻋﻠﻰ ﺍﻟﻤﻌﻠﻮ‬
‫ﻓﻲ‬
‫ﻫﺬﻩﺍﻟﺼﻔﺤﺔ(‪.‬‬ ‫ﻓﻲ‬
‫)‬
‫ﺟﻤﻴﻊ ﺃﻧﺤﺎء ﺍﻟﻌﺎﻟﻢ ‪ ،‬ﻳ‬
‫ﺴﺘﻮﻓﻲ ﺣﻮﺍﻟﻲ ﻭﺍﺣﺪ‬
‫ﻣﻦ ﻛﻞ ﺃﺭﺑﻌﺔ ﺃﺷﺨﺎﺹ‬ ‫ﻛﻞﻋﺎﻡ ﻣﻌﺎﻳﻴﺮ ﺍﻟﺘﺸ‬
‫‪.3‬ﺗﻌﺮﻑ ﻋﻠﻰ ﺃﺳﺉﻠﺔ‬ ‫ﺨﻴﺺ ﻟﻺﺻﺎﺑﺔ ﺑﻤﺮﺽ‬
‫ﺍﻟﻤﺠﻤﻮﻋﺔ )ﺃﻛﺜﺮ ﻣﻦ‬ ‫ﻋﻘﻠﻲ‪ .‬ﻣﺎ ﻳﻘﺮﺏ ﻣﻦ ‪50‬‬
‫ﺟﻤﻴﻊ ﺍﻟﻨﺎﺱ ﻳﻌﺎﻧﻮﻥ ﻣﻦ‬
‫ﻓﻲﺍﻟﻤﺎﺉﺔ ﻣﻦ‬
‫ﺻﻔﺤﺔ( ﻭﻓﻜﺮ ﻓﻲ‬ ‫ﻣﺮﺽ ﻋﻘﻠﻲ ﻓﻲ ﺣﻴﺎﺗﻬﻢ‪.‬‬
‫ﻛﻴﻔﻴﺔ ﺍﻟﺮﺩ ﻋﻠﻰ ﻫﺬﻩ‬
‫ﺍﻷﺳﺉﻠﺔﺑﻨﻔﺴﻚ‪.‬‬
‫ﻣﺜﻞﺍﻟﺼﺤﺔ ﺍﻟ‬
‫‪.4‬ﺍﻧﺘﻈﺮ ﻣﻦ‬ ‫ﻟﻴﺲﻓﻘﻂ ﺒﺪﻧﻴﺔ ‪ ،‬ﻳﻤﻜﻦ ﻟﻠﺠﻤﻴﻊ‬
‫‪ 10‬ﺇﻟﻰ ‪ 15‬ﺩﻗﻴﻘﺔ ﻟﻤ‬ ‫ﺍﺗﺨﺎﺫ ﺧﻄﻮﺍﺕ ﺇﻳﺠﺎﺑﻴﺔ‬ ‫ﻟﺘ‬
‫ﺸﺎﻫﺪﺓ ﻭﺣﺪﺓ ﺍﻟﻔﻴﺪﻳﻮ‬
‫ﻟﺘﺤﺴﻴﻦﻣ ﻘﻠﻴﻞ ﺍﺣﺘﻤﺎﻟﻴﺔ ﺍﻹﺻﺎﺑﺔ‬
‫ﻜﺸﺎﻑ ﺃﺳﺉﻠﺔ ﺍﻟﻤﺠﻤﻮﻋﺔ‪.‬‬
‫ﺑﺎﻹﺿﺎﻓﺔﺇﻟﻰ ﺍﺳﺘ‬
‫ﺑﺎﻟﻤﺮﺽ ‪ ،‬ﻭﻟﻜﻦ ﺃﻳﻀﺎً‬ ‫ﺴﺘﻮﻯ ﺭﻓﺎﻫﻴﺘﻬﻢ‪.‬‬
‫ﺑﺎﻹﺿﺎﻓﺔﺇﻟﻰ ﺍﻟﺤﻔﺎﻅ‬
‫ﻋﻠﻰ ﺻﺤﺘﻬﻢ ﺍﻟﺠﺴﺪﻳﺔ‬
‫ﻋﻨﺪﺍﻟﺘﻴﺴﻴﺮ‪:‬‬ ‫‪ ،‬ﺣﺪﺩ ﻋﻠﻤﺎء ﺍﻟﻨﻔﺲ‬ ‫ﺭﻛﺎﺉﺰ ﻟﻠﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻟ‬
‫ﺧﻤﺲ‬
‫‪.1‬ﺃﺑﻠﻎ‬ ‫ﺠﻴﺪﺓ‪ .‬ﻭﺗﺸﻤﻞ ﻫﺬﻩ‪:‬‬
‫ﺍﻟﻤﺠﻤﻮﻋﺔ ﺑﺎﻟﻐﺮﺽ‬
‫ﻣﻦ ﺍﻟﻮﺣﺪﺓ ﻭﺃﻫﺪﺍﻑ‬ ‫ﺸﺎﻋﺮ ﺍﻹﻳﺠﺎﺑﻴﺔ ‪ ،‬ﻭﺍﻟﻤ‬
‫ﺗﺠﺮﺑﺔﺍﻟﻤ‬
‫ﺍﻟﺘﻌﻠﻢ‪.‬ﻳﻤﻜﻦ ﺃﻥ ﻳ‬
‫ﺍﻟﺘﻌﻠﻢﻋﻠﻰ ﺍﻟﺴ ﺴﺎﻋﺪ ﻓﻲ ﺳﺮﺩ ﺃﻫﺪﺍﻑ‬ ‫ﺸﺎﺭﻛﺔ ﻓﻲ ﺍﻷﻧﺸﻄﺔ ﺍﻟﺘﻲ‬ ‫ﺗﺸﺮﻛﻚﺑﺸﻜﻞ‬
‫ﺒﻮﺭﺓ‪.‬‬ ‫ﻛﺎﻣﻞ ‪ ،‬ﻭﺍﻻﺳﺘﻤﺘﺎﻉ‬
‫ﺑﻌﻼﻗﺎﺕ ﺇﻳﺠﺎﺑﻴﺔ ﻣﻊ‬ ‫ﺍﻵﺧﺮﻳﻦ ‪،‬ﻭﺍﻟ‬
‫‪.2‬ﺍﺟﻌﻞ ﺍﻟﻤ‬ ‫ﺸﻌﻮﺭ ﺑﺎﻟﻤﻌﻨﻰ ﺃﻭ ﺍﻟ‬
‫ﺸﺎﻫﺪ ﻭﺣﺪﺓ ﺍﻟﻔﻴﺪﻳﻮ‪.‬‬
‫ﺠﻤﻮﻋﺔ ﺗ‬ ‫ﻬﺪﻑ ‪ ،‬ﻭﺍﻟﺸﻌﻮﺭ ﺑﺎﻟﺮﺿﺎ‬ ‫ﺍﻟﻤﺮﺗﺒﻂﺑﺎﻹﻧﺠﺎﺯ‪.‬‬
‫‪.3‬‬
‫ﺍﻃﺮﺡ ﺃﺳﺉﻠﺔ "ﺍﺳﺘﻴ‬
‫ﻌﺎﺏ" ﺟﻤﺎﻋﻴﺔ )ﺃﻛﺜﺮ‬ ‫ﻣﻦﺻﻔﺤﺔ( ﻟ‬
‫ﻀﻤﺎﻥ ﻧﻘﻞ ﺍﻟﻤﻌﻠﻮﻣﺎﺕ‬ ‫ﺍﻟﻤﻬﻤﺔ‪.‬‬
‫‪.4‬‬
‫ﺍﻃﺮﺡ ﺃﺳﺉﻠﺔ "ﺍﻟﺘﻌﻠﻢ ﺍﻟ‬
‫ﻌﻤﻴﻖ" ﺍﻟﺠﻤﺎﻋﻴﺔ )ﺃﻛﺜﺮ‬
‫ﻣﻦﺻﻔﺤﺔ(‬
‫ﻹﻧﺸﺎء ﻣﻨﺎﻗﺸﺔ ﺟﻤﺎﻋﻴﺔ‪.‬‬
‫ﺍﻟ‬ ‫ﺈﻏﻼﻕ‬ ‫ﺑ‬ ‫ﻗﻢ‬ ‫‪.5‬‬
‫ﺠﻠﺴﺔ ﺑﺎﻟﺮﺟﻮﻉ‬
‫ﺇﻟﻰ ﻧﻘﺎﻁ ﺍﻹﻏﻼﻕ )ﺃﻛﺜﺮ‬ ‫ﻣﻦﺍﻟﺼﻔﺤﺔ(‪.‬‬ ‫‪© People Diagno‬‬
‫‪stix2020‬‬

‫‪© People Diagno‬‬

‫‪stix2020‬‬

‫‪|© People Diagnostix 202049‬‬

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‫ﻣﺮﺍﺟﻌﺔﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
‫ﺍﻷﺧﻄﺎﺭﻭ‬
‫ﺗﺪﺍﺑﻴﺮﺍﻟﺮﻗﺎﺑﺔ‬

‫ﻳﺠﺐﺩﻣﺞ ﻋﻤﻠﻴﺔ ﺍﻟﺘﺤﺴﻴﻦ ﺍﻟﻤﺴﺘﻤﺮ ﻛﺠﺰء ﻣﻦ ﻧﻬﺞ ﻛﻞ ﻣﻨﻈﻤﺔ ﻟﻠﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ‪ .‬ﺗﺘﻤﺜﻞ ﺇﺣﺪﻯ‬
‫ﺍﻟﺨﻄﻮﺍﺕﺍﻟﻤﻬﻤﺔ ﻓﻲ ﻫﺬﻩ ﺍﻟﻌﻤﻠﻴﺔ ﻓﻲ ﻣﺮﺍﻗﺒﺔ ﻓﻌﺎﻟﻴﺔ ﺗﺪﺍﺑﻴﺮ ﺍﻟﻤﻜﺎﻓﺤﺔ ﺍﻟﻤﺼﻤﻤﺔ ﻟﻤﻌﺎﻟﺠﺔ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ‬
‫ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔﻭﺻﻘﻞ ﻭﺗﻨﻔﻴﺬ ﺗﺪﺧﻼﺕ ﺟﺪﻳﺪﺓ ﺇﺫﺍ ﻟﻢ ﻳﺘﻢ ﺗﺤﻘﻴﻖ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﺍﻟﻤﻄﻠﻮﺑﺔ‪ .‬ﻫﺬﺍ ﻳﺘﻮﺍﻓﻖ ﻣﻊ ﺍﻟﺨﻄﻮﺓ‬
‫ﺍﻟﺮﺍﺑﻌﺔﻣﻦ ﻋﻤﻠﻴﺔ ﺇﺩﺍﺭﺓ ﺍﻟﻤﺨﺎﻃﺮ‪" :‬ﻣﺮﺍﺟﻌﺔ ﺗﺪﺍﺑﻴﺮ ﺍﻟﺮﻗﺎﺑﺔ"‪.‬‬

‫ﺍﻟﻤﺨﺎﻃﺮﺍﻟﺘﻲ ﺗﺴﺘﻬﺪﻓﻬﺎ ﺧﻄﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ‪.‬‬
‫ﻟﻜﻞﻣﻦ ﻣﻘﺎﻳﻴﺲ ﺍﻻﺳﺘﻄﻼﻋﺎﺕ ﺍﻟﻤﺴﺘﻬﺪﻓﺔ )ﻣﺜﻞ‬
‫ﻋﺐءﺍﻟﻌﻤﻞ ‪ ،‬ﻭﺿﻮﺡ ﺍﻟﺪﻭﺭ( ‪ ،‬ﻳﺠﺐ ﺍﻟﺴﻌﻲ ﺇﻟﻰ‬
‫ﺗﺤﺴﻴﻦﻣﺘﻮﺳﻂ ﺍﻟﺪﺭﺟﺔ ﻭﺗﻘﻠﻴﻞ ﺍﻟﻨﺴﺒﺔ ﺍﻟﻤﺉﻮﻳﺔ‬
‫ﻟﻠﻤﻮﻇﻔﻴﻦﺍﻟﺬﻳﻦ ﻳﺤﻤﻠﻮﻥ ﺗﺼﻨﻴﻒ "ﻓﻲ ﺧﻄﺮ"‪ .‬ﺗﻢ‬
‫ﺗﻮﺿﻴﺢﻣﻘﺎﻳﻴﺲ ﺍﻟﻤﺴﺢ ﺍﻷﺧﺮﻯ ﺍﻟﺘﻲ ﻳﻤﻜﻦ‬
‫ﺍﺳﺘﺨﺪﺍﻣﻬﺎﺃﻳﻀﺎً ﻹﺛﺒﺎﺕ ﻓﻌﺎﻟﻴﺔ ﺧﻄﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ‬
‫ﺍﻟﻨﻔﺴﻴﺔﻓﻲ ﺍﻟﺠﺪﻭﻝ ‪.1‬‬
‫ﺗﺘﻀﻤﻦﻣﺮﺍﺟﻌﺔ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﺍﻟﺘﺤﺴﻴﻦ ﻗﺪ ﺣﺪﺙ ﻷﺧﺬ‬
‫ﻟﻘﻄﺔﺑﺎﺳﺘﺨﺪﺍﻡ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻤﺘﺎﺣﺔ ﻭﻣﻘﺎﺭﻧﺘﻬﺎ ﺑﺒﻴﺎﻧﺎﺕ‬
‫ﺧﻂﺍﻷﺳﺎﺱ ﺍﻟﺘﻲ ﺗﻢ ﺟﻤﻌﻬﺎ‪ .‬ﻳﺠﺐ ﺃﻥ ﻳﺸﻤﻞ ﺫﻟﻚ‬
‫ﺇﻋﺎﺩﺓﺇﺩﺍﺭﺓ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ‪ ،‬ﻭﻟﻜﻦ ﻗﺪ ﻳﺘﻀﻤﻦ‬
‫ﺃﻳﻀﺎًﺑﻴﺎﻧﺎﺕ ﺃﺧﺮﻯ ﺗﻢ ﺗﺤﺪﻳﺪﻫﺎ ﻛﻤﺆﺷﺮ ﻟﻠﺼﺤﺔ‬
‫ﺍﻟﻌﻘﻠﻴﺔﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ ﻣﻦ ﺍﻟﻘﺴﻢ ‪.13‬‬
‫ﻋﻨﺪﻣﻘﺎﺭﻧﺔ ﺍﻟﻨﺘﺎﺉﺞ ﻣﻦ ﺍﺳﺘﻄﻼﻉ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ‬
‫ﻣﻦﻭﻗﺖ ‪ 1‬ﺇﻟﻰ ﻭﻗﺖ ‪ ، 2‬ﻣﻦ ﺍﻟﻤﻬﻢ ﺑﺸﻜﻞ‬
‫ﺧﺎﺹﻣﺮﺍﺟﻌﺔ‬

‫ﺍﻟﺠﺪﻭﻝ‪ :1‬ﻣﺆﺷﺮﺍﺕ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﻟﺘﺤﺴﻴﻦ ﺍﻟﺼﺤﺔ ﻭﺍﻟﺮﻓﺎﻫﻴﺔ‬

‫ﺍﻟﺘﺨﻔﻴﻀﺎﺕﻓﻲ‪:‬‬ ‫ﻳﺰﻳﺪﻓﻲ‪:‬‬
‫ﺍﺣﺘﺮﻕ‬ ‫ﻃﺎﻗﺔﺍﻟﺮﺿﺎ ﺍﻟﻮﻇﻴﻔﻲ ﺍﻟﻌﺎﻡ‬
‫ﻏﻴﺎﺏﺍﻟﻤﺮﺽ ﻟﻤﺪﺓ ‪ 12‬ﺷﻬﺮﺍً ﻧﻴﺔ‬
‫ﻟﻺﻗﻼﻉﻋﻦ ﺍﻟﺘﺪﺧﻴﻦ‬ ‫ﺍﺳﺘﺒﺎﻗﻴﺔ‬
‫ﺗﻔﺎﻥ‬
‫ﺟﺪﻭﻯﺍﻟﻌﻤﻞ‬
‫ﻣﻨﺎﺥﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬

‫|‪50 © People Diagnostix 2020‬‬

 ‫ﺇﺫﺍﺗﻢ ﺗﺤﺪﻳﺪ ﻣﺨﺎﻃﺮ ﻧﻔﺴﻴﺔ ﺍﺟﺘﻤﺎﻋﻴﺔ ﺟﺪﻳﺪﺓ ﻋﻠﻰ ﺃﻧﻬﺎ‬ ‫ﺍﻟﺘﺸﺎﻭﺭﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻓﻴﻤﺎ ﻳﺘﻌﻠﻖ ﺑﻤﺪﻯ‬
‫ﻣﺨﺎﻃﺮ)ﺗﺨﺘﻠﻒ ﻋﻦ ﺍﻟﻤﺴﺢ ﺍﻷﻭﻝ( ‪ ،‬ﻓﻴﺠﺐ ﺍﺳﺘﺸﺎﺭﺓ‬
‫ﻣﻼءﻣﺔﺗﺪﺍﺑﻴﺮ ﺍﻟﺮﻗﺎﺑﺔ‬
‫ﺍﻟﻤﻮﻇﻔﻴﻦﻛﻤﺎ ﻓﻲ ﺍﻟﻘﺴﻢ ‪ 17‬ﻟﻔﻬﻢ ﻫﺬﻩ ﺍﻟﻤﺨﺎﻃﺮ ﺑﺸﻜﻞ‬
‫ﺃﻓﻀﻞﻭﺗﻄﻮﻳﺮ ﺗﺪﺍﺑﻴﺮ ﺍﻟﺘﺤﻜﻢ ﺍﻟﻤﻨﺎﺳﺒﺔ‪ .‬ﻓﻲ ﺑﻌﺾ ﺍﻷﺣﻴﺎﻥ ‪،‬‬
‫ﻳﻤﻜﻦﺃﻥ ﻳﺆﺩﻱ ﺗﻨﻔﻴﺬ ﻋﻨﺼﺮ ﺗﺤﻜﻢ ﺇﻟﻰ ﺣﺪﻭﺙ ﺧﻄﺮ ﺟﺪﻳﺪ‬ ‫ﻳﺠﺐﺩﻋﻢ ﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻜﻤﻴﺔ ﺍﻟﺘﻲ ﺗﻢ ﺗﺤﻠﻴﻠﻬﺎ ﻣﻦ ﺧﻼﻝ ﻣﺴﺢ‬
‫ﻓﻲﻣﻜﺎﻥ ﺁﺧﺮ ‪ ،‬ﻟﺬﺍ ﺗﺄﻛﺪ ﻣﻦ ﺍﻟﺘﺤﻘﻖ ﻣﻤﺎ ﺇﺫﺍ ﻛﺎﻧﺖ ﻫﺬﻩ ﻫﻲ‬ ‫ﺗﺼﻤﻴﻢﺍﻟﻌﻤﻞ ﻭﻣﻘﺎﻳﻴﺲ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﺍﻷﺧﺮﻯ ﻣﻦ ﺧﻼﻝ‬
‫ﺍﻟﺤﺎﻟﺔﻭﺻﻘﻞ ﺍﻟﻀﻮﺍﺑﻂ ﺍﻟﻤﻄﺒﻘﺔ ﻓﻲ ﺧﻄﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ‬ ‫ﻣﻼﺣﻈﺎﺕﺍﻟﻤﻮﻇﻔﻴﻦ ﺣﻮﻝ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﻨﻔﺴﻴﺔ ﻭﺍﻻﺟﺘﻤﺎﻋﻴﺔ‬
‫ﺍﻟﻌﻘﻠﻴﺔﺍﻟﺴﺎﺑﻘﺔ ﻟﻤﻌﺎﻟﺠﺔ ﻫﺬﺍ ﺍﻷﻣﺮ‪.‬‬ ‫ﻭﺿﻮﺍﺑﻄﻬﺎ‪.‬‬
‫ﻳﻤﻜﻦﺃﻥ ﻳﻮﻓﺮ ﻫﺬﺍ ﺑﻴﺎﻧﺎﺕ ﺃﻛﺜﺮ ﺛﺮﺍء ًﻣﻦ ﺑﻴﺎﻧﺎﺕ ﺍﻟﻤﺴﺢ ﻭﺣﺪﻫﺎ‬
‫ﻭﻗﺪﻳﺤﺪﺩ ﺳﺒﺐ ﺃﻭ ﺳﺒﺐ ﻋﺪﻡ ﺗﺤﻘﻴﻖ ﺍﻟﺘﺤﺴﻴﻨﺎﺕ ﺍﻟﻤﺮﻏﻮﺑﺔ‪.‬‬
‫ﻳﺠﺐﺃﻥ ﺗﻜﻮﻥ ﺍﻟﻌﻤﻠﻴﺔ ﺍﻟﺘﻲ ﻳﺠﺐ ﺍﺗﺒﺎﻋﻬﺎ ﻣﻤﺎﺛﻠﺔ ﻟﺘﻠﻚ‬
‫ﺍﻟﻤﻮﺿﺤﺔﻓﻲ ﺍﻟﻘﺴﻢ ‪ .17‬ﻳﺠﺐ ﺗﻮﺛﻴﻖ ﻫﺬﻩ ﺍﻟﻤﻼﺣﻈﺎﺕ ﻷﻧﻬﺎ‬
‫ﺳﺘﻐﺬﻱﺗﻄﻮﻳﺮ ﺧﻄﺔ ﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻔﺘﺮﺓ ﺍﻟﻘﺎﺩﻣﺔ‪.‬‬

‫‪|© People Diagnostix 202051‬‬

 ‫ﺿﻊﺧﻄﺔ ﺟﺪﻳﺪﺓ ﻟﻠﻔﺘﺮﺓ‬ ‫‪22‬‬
‫ﺍﻟﻘﺎﺩﻣﺔ‬

‫ﺳﺘﻮﺿﺢﺍﻟﺒﻴﺎﻧﺎﺕ ﺍﻟﻤﺄﺧﻮﺫﺓ ﻣﻦ ﻣﺴﺢ ﺗﺼﻤﻴﻢ ﺍﻟﻌﻤﻞ ﺍﻟﻤﻌﺎﺩ ﺇﺩﺍﺭﺗﻪ ﻭﺍﻟﺘﺸﺎﻭﺭ ﺍﻟﻼﺣﻖ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻣﺎ ﺇﺫﺍ‬
‫ﻛﺎﻧﺖﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺮﺉﻴﺴﻴﺔ ﺍﻟﺘﻲ ﺗﻢ ﺗﺤﺪﻳﺪﻫﺎ ﻣﻦ ﺍﻟﻤﺴﺢ ﺍﻷﺳﺎﺳﻲ ﻗﺪ ﺗﻢ ﺗﺨﻔﻴﻔﻬﺎ ﻣﻦ ﺧﻼﻝ ﺍﻟﻀﻮﺍﺑﻂ‬
‫ﺍﻟﻤﻨﻔﺬﺓ‪.‬ﻛﻤﺎ ﺳﻴﺤﺪﺩ ﻣﺎ ﺇﺫﺍ ﻛﺎﻥ ﻗﺪ ﺗﻢ ﺇﺩﺧﺎﻝ ﺃﻱ ﻣﺨﺎﻃﺮ ﺇﺿﺎﻓﻴﺔ ﻣﻨﺬ ﺍﻟﻤﺴﺢ ﺍﻟﺴﺎﺑﻖ ﻭﺇﺫﺍ ﻛﺎﻥ ﺍﻷﻣﺮ ﻛﺬﻟﻚ ‪،‬‬
‫ﻓﻜﻴﻒﻳﻤﻜﻦ ﻣﻌﺎﻟﺠﺘﻬﺎ‪ .‬ﻫﺬﺍ ﻳﻌﻨﻲ ﺃﻧﻪ ﻳﻤﻜﻦ ﻭﺿﻊ ﺧﻄﺔ ﺟﺪﻳﺪﺓ ﻹﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻌﻘﻠﻴﺔ ﻟﻠﻔﺘﺮﺓ ﺍﻟﻘﺎﺩﻣﺔ‪.‬‬

‫ﻭﺿﻊﺍﻟﻠﻤﺴﺎﺕ ﺍﻷﺧﻴﺮﺓ‪ .‬ﻣﻦ ﺍﻟﻤﻬﻢ ﺃﻳﻀﺎً ﺇﺑﻘﺎء ﻫﺬﻩ‬ ‫ﺇﺫﺍﺗﻢ ﺍﻟﺘﺨﻔﻴﻒ ﻣﻦ ﺍﻟﻤﺨﺎﻃﺮ ﺍﻟﺮﺉﻴﺴﻴﺔ ‪ ،‬ﻓﻬﺬﺍ ﻻ‬
‫ﺍﻟﺨﻄﺔﺍﻟﺠﺪﻳﺪﺓ ﻣﺮﺉﻴﺔ ﻭﺟﺰءﺍً ﻣﻦ ﺍﻟﻤﻨﺎﻗﺸﺎﺕ‬ ‫ﻳﻌﻨﻲﺃﻧﻪ ﻳﺠﺐ ﻧﺴﻴﺎﻥ ﺍﻟﻀﻮﺍﺑﻂ ﻣﻦ ﺧﻄﺔ ﺇﺩﺍﺭﺓ‬
‫ﺍﻟﺪﻭﺭﻳﺔﻣﻦ ﺃﺟﻞ ﺿﻤﺎﻥ ﺗﻨﻔﻴﺬ ﺍﻟﻀﻮﺍﺑﻂ ﺍﻟﻤﺘﻔﻖ‬ ‫ﺍﻟﺼﺤﺔﺍﻟﻌﻘﻠﻴﺔ ﺍﻟﺴﺎﺑﻘﺔ ﻟﻤﻌﺎﻟﺠﺔ ﻫﺬﻩ ﺍﻟﻤﺨﺎﻃﺮ‪ .‬ﺑﻞ‬
‫ﻋﻠﻴﻬﺎﻋﻨﺪﻣﺎ ﻳﻨﺒﻐﻲ ﺃﻥ ﺗﻜﻮﻥ ﻛﺬﻟﻚ‪ .‬ﺃﺧﻴﺮﺍً ‪ ،‬ﺗﺄﻛﺪ ﻣﻦ‬ ‫ﻳﻌﻨﻲﺃﻧﻪ ﻣﻦ ﺍﻟﻤﺤﺘﻤﻞ ﺃﻥ ﺗﻜﻮﻥ ﻫﺬﻩ ﺍﻟﻀﻮﺍﺑﻂ ﻓﻌﺎﻟﺔ‬
‫ﻭﺟﻮﺩﺇﻃﺎﺭ ﺯﻣﻨﻲ ﻟﻠﻮﻗﺖ ﺍﻟﺬﻱ ﺳﻴﺘﻢ ﻓﻴﻪ ﺗﻘﻴﻴﻢ‬ ‫ﻭﺑﺎﻟﺘﺎﻟﻲﻳﺠﺐ ﺍﻟﺤﻔﺎﻅ ﻋﻠﻴﻬﺎ ﺿﻤﻦ ﻣﻤﺎﺭﺳﺎﺕ‬
‫ﺍﻟﺨﻄﺔﺍﻟﺠﺪﻳﺪﺓ ﻟﻀﻤﺎﻥ ﻋﻤﻞ ﺍﻟﻀﻮﺍﺑﻂ ﺍﻟﺠﺪﻳﺪﺓ ﻋﻠﻰ‬ ‫ﺍﻷﻋﻤﺎﻝ‪.‬‬
‫ﺍﻟﻨﺤﻮﺍﻟﻤﻨﺸﻮﺩ‪.‬‬
‫ﺍﺗﺒﻊﺍﻻﻗﺘﺮﺍﺣﺎﺕ ﺍﻟﻮﺍﺭﺩﺓ ﻓﻲ ﺍﻟﻘﺴﻢ ‪ 19‬ﻓﻲ ﺗﻄﻮﻳﺮ‬
‫ﺧﻄﺔﺇﺩﺍﺭﺓ ﺍﻟﺼﺤﺔ ﺍﻟﻨﻔﺴﻴﺔ ﺍﻟﺠﺪﻳﺪﺓ‪ .‬ﺗﺬﻛﺮ ﻣﺸﺎﺭﻛﺔ‬
‫ﻣﺴﻮﺩﺓﻫﺬﻩ ﺍﻟﺨﻄﺔ ﻣﻊ ﺍﻟﻤﻮﻇﻔﻴﻦ ﻭ ‪ HSRs‬ﺍﻟﺨﺎﺻﺔ‬
‫ﺑﻬﻢ)ﺇﻥ ﻭﺟﺪﺕ( ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﺗﻌﻠﻴﻘﺎﺕ ﻣﻦ ﻗﺒﻞ‬

‫|‪52 © People Diagnostix 2020‬‬

|© People Diagnostix 202053
 ‫ﻣﺎﻫﻮ ﻣﻠﻒ‬
‫ﻧﻔﺴﻴﺎ‬
‫ﺻﺤﻴﺔﻭﺁﻣﻨﺔ‬
‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ؟‬
‫ﻣﺎﻫﻮ ﺻﺤﻲ ﻧﻔﺴﻴﺎ ﻭﺁﻣﻦ"ﺃﻩﺙﺙ‬
‫‪omotes‬‬
‫ﺍﻟﻌﻼﻗﺎﺕﺍﻟﻌﺎﻣﺔ؟‬ ‫ﻝﺃ‬
‫‪ork‬ﺍﺹﺹﻻﻙﺝ ﻩﺹ ﺭﻫﻜﺘﺎﺭﺝﺭﻩ‬
‫ﺍﻟﺮﻓﺎﻩﺍﻟﻨﻔﺴﻲ ﻟﻠﻌﻤﺎﻝ ﻭﻳﻌﻤﻞ ﺑﻨﺸﺎﻁ ﻋﻠﻰ ﻣﻨﻊ ﺍﻷﺫﻯ‬

‫ﺹﺹﺹﺱﺹﺫﺍﻫﻮﺝﺍﻡﺍﻟﺼﻐﺮﻯ ﺁﻝﺍﺡﺹﺇﻳﻞﺹﺭﺱ'ﻭﻧﻔﺴﻲ‬ ‫ﻛﻴﺮﺭ‬

‫ﺍﺝﺙﻩﺍﺭ‬ ‫"‪...‬ﺭﺃ‬
‫ﺑﻤﺎﻓﻲ ﺫﻟﻚ ﺍﻹﻫﻤﺎﻝ ﺃﻭ ﺍﻟﻄﺎﺉﺶ ﺃﻭ ‪int‬ﺃﻩﺍﺧﺘﺼﺎﺭ‬
‫ﺍﻟﺸﺮﻛﺔﺍﻟﻤﺼﺮﻳﺔ ﻟﻼﺗﺼﺎﻻﺕﺯﺱﺟﻴﻢﺙ ﻙﺡ‬

‫ﺭﺍﺑﻌﺎﺫﺱ"‪.‬ﺙﺍﻟﻌﻔﺎﺭﻳﺖﻟﻤﻨﻊ ﺍﻟﻀﺮﺭﻝ‬ ‫ﻩﺫ‬

‫ﺙﻝ‬‫ﺃ‬
‫ﺍﻟﺜﺎﻧﻲ‪io‬ﺃﻥﺝﺃﺭﻝ‬ ‫ﻫﻜﺘﺎﺭ ﺍﻟﺮﻓﺎﻩ‪NT‬‬
‫ﻧﺸﻮﺉﻬﺎﺕﺳﺠﻞﺱﺟﻴﻢﺃﺃﻥﻝﺩ ﺃﺡﻩﺩﺹﺃﺍﻟﺘﺮ‪F‬ﺡﺝﻭﺃﺃﻧﺎﻥﺝ ﻟﻮﺃﺩﺍﺃﻧﺎﻥﺯ ﻓﻲ ﺇﻫﻤﺎﻝ ‪،‬‬
‫ﻣﻴﻼﺩﻱ‬ ‫ﻋﺎﻣﻞﻧﻔﺴﻴﺔﻥﺝﺃﺡﺁﻝ‬
‫ﺱﺃ"‪.‬ﻭ ﺍﻟﺴﻼﻣﺔ ﻓﻲ‬
‫ﻣﺘﻬﻮﺭﺃﻭﻣﻼﺣﻈﺔﻓﻲ ﻭﺁﺧﺮﻭﻥﺝ‬
‫ﻋﺼﺎﻡﺃﻟﺘﺮﺫﺡ ‪1‬‬
‫‪yc‬ﺭﻫﻮﻥﺍﻟﺼﻐﺮﻯﺃﻧﺎﺯﺍﺃﻧﺎﻥﺃﺃﻝﻝﺡﺙ‬
‫ﻣﻜﺎﻥﺍﻟﻌﻤﻞ )‪(2013‬‬

‫‪1‬ﺍﻟﻤﻌﻴﺎﺭ ﺍﻟﻮﻃﻨﻲ ﺍﻟﻜﻨﺪﻱ ﻟﻠﺼﺤﺔ ﻭﺍﻟﺴﻼﻣﺔ ﺍﻟﻨﻔﺴﻴﺔ ﻓﻲ ﻣﻜﺎﻥ ﺍﻟﻌﻤﻞ )‬

‫‪(2013‬‬

‫‪Diagnostix 9 De Laeter Way ، Enterprise Unit3‬‬

‫‪ People‬ﻫﻮ ﺃﺣﺪ ﻣﻨﺘﺠﺎﺕ ‪FlourishDx‬‬
‫ﺑﻨﺘﻠﻲ ‪،‬ﺃﺳﺘﺮﺍﻟﻴﺎ ﺍﻟﻐﺮﺑﻴﺔ ‪6147‬‬

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