Interview Template for JHAH Chief Position Holders

This is a research interview on how Dental Department in a new organization can be profitable. The interviewee is Muneerah Al-Rebeeah, Acting Manager of IRC (Instrument Recirculation Centre) at JHAH. The interview covers topics such as JHAH's mission and vision, strategic change, authority level of senior managers, JHAH's culture, external factors that impact JHAH, managing human capital, and more.

Interview Template for JHAH Chief Position Holders
Date: 06/24/2018 Duration: Tow Hour
Interviewer: Hanadi Al-Dossary
Interviewee: Muneerah Al-Rebeeah
Position: Acting Manager of IRC (Instrument
Recirculation Centre)
Type of interview: Research Interview
Research Interview on how Dental
Department in a new organization to be
profitable.
Background and Experience:
Interview Questions:
1. Do you understand the main purpose of this interview?
This interview is about how we go about the services here at JHAH. So I expect
questions related to the business of JHAH.
2. Can you briefly explain the scope of services for JHAH dental department?
We provide professional dental healthcare services across Saudi Arabia. We are
one of the leading dental service providers here.
The dental healthcare services that JHAH provide here include, but not limited
because we also offer commercial lab services
 Orthodontics
 Endodontic
 Periodontics
 Pediatric Dentistry
 Oral & Maxillofacial
 Dental Hygiene
 Prosthodontics
 Cosmetics Dentistry
All these dental services are done in our facilities. We have qualified

dental physicians, who are experienced and committed to dental care for
our clients
3. Does JHAH have a clear mission and vision statement? What is it?
We see our selves as the leading dental health care in this country. This is because
we offer the quality services even better than other bigger corporations and
government healthcare facilities.
4. Do think JHAH dental requires strategic change?
Yes, there are some areas of the course that need improvements like automation
of services. Our strategy needs to focus more on customer satisfaction and
retention. I think we can achieve this by making sure we exceptional healthcare to
our clients.
5. What is the authority level granted to JHAH senior managers to fulfill their roles
within the current JHAH structure?
As the general roles here senior managers are responsible to make sure services
run smoothly and customers get the value they deserve. They are entrusted to
guide the organization into the realization of its goals. They have the right to hire
who are up to the task and want to commit their services for the betterment of the
whole organization and fire employees that don’t attain the standards of the
organization.
6. To What extent your skills being employed?
I feel that my management skills are put into action even challenged to up my
game. This is iconic dental care organization that requires competence and high
standard services which I hold dearly. Am able to be fully utilized in fulfillment
of the JHAH goals and future aspirations
7. As a chief position holder, what is your involvement in strategic decisions taking
by JHAH stakeholders at the corporate level? What weight your contribution was
given?
As a matter of fact, were involved in decision-making processes that affect our
client especially at the managerial levels. Customer service is my key perspective
on steering this organization to the whole new levels.

8. What is JHAH long-term vision?
We aim as the market leader in the dental service provision. Currently, there are
many players, therefore our main focus is to be the market leader.
9. What do you consider some of the largest factors that influence JHAH current
performance?
We offer quality service to our clients and make sure they are satisfied
The organization has invested in the best brains in the dental medicine
The organization is receptive to market changes
10. What are the current policies and procedures barriers that negatively impact the
JHAH performance?
The government medical regulations of course impact on how we do business
here. That is how we go about our value chain.
We also have challenges of workers especially in the outsourced services where
the contractors may fail to give better incentives to the workers. So we end up
being faced with high labor turnover.
Our professional physician regulations and policies that mostly require the
employer to be responsible for them also pose a barrier to our growth
11. What are the root causes of performance deficiencies?
Some of the root causes of JHAH deficiencies are limited expansions capacities
and land to add more laboratories.
The organization is also faced by the higher operational costs, especially from the
outsourced labor services.
I see duplication of services especially in the dental services
12. What are JHAH KPIs and how they are maintained?
When a client comes back and we get client referrals mean we are performing
well.
Also increase in revenues from the dental services is an advantage to JHAH

overall performance
Customers satisfaction which evaluates through our client feedback policy using
the suggestion box
When our worker's physicians are doing well in their service provision is a sign of
a performing organization.
13. What are the key features of the JHAH culture?
Our culture here is to make sure the client is satisfied, better relationships between
the management and the workers, accountability, teamwork, and commitment to
service provision and professionalism.
14. What are the external factors that impact JHAH? And how JHAH is responding to
those factors?
JHAH is affected by the client social-economic factors, the medical technological
changes, competition from other market players. In response to these external
challenges, JHAH is working to be flexible to the market needs, ensuring that our
clients get the best services, adapting to the modern medical technologies to
remain competitive in the market
15. What are the key challenges of managing Human capital in JHAH?
JHAH is faced by various challenges which include divergence human resource,
stress from workers especially after technological changes, regulations of the
workers, and to satisfactorily remunerate the professional physicians
16. During the transition to be a Joint venture, what are the key challenges faced by
JHAH to retain its talented workforce?
Adopting to the new JHAH culture and organization environment. The
organization is also faced by the challenge of transitioning the human resource to
suit the new structure
17. What are the dimensions that need to be worked around towards improving the

local talents in JHAH to minimize the level of brain drain as well as improving
and sustaining such competitive advantage?
Come up with innovative workers incentives, offering training opportunities for
the worker's development, and planning for outings to workers bonding and
motivations
18. What are the key investments that JHAH employed to develop its Human assets?
Good payment and promotion on merits, offering incentives to improve their
performance and giving training opportunities
19. What compensation model employed in JHAH to recognize the employees’
contributions?
A value-based model where they are compensated according to their contribution
to the organization.
20. What is the resource/capability that JHAH used to have? And what is lacking
nowadays?
The company use to have more than 300 employees but currently have laid down
more than 100 workers due to reduced capacity.
The organization is lacking in the capacity to access modern medical technologies
21. What can JHAH do to grow its assets and competencies?
To grow the assets JHAH Can form a joint venture with a similar organization,
invest in modern technology or acquire a smaller dental care firm.
To grow it competencies JHAH need to hire experienced physicians, train to
update the current employees and offer competitive compensation
22. What is JHAH full capacity and what is the utilization level?
The JHAH full capacity is estimated at more than 300 employees serving more
than 2000 clients per month. Currently, we have less than 200 workers serving
less than 1000 clients per month. That means there are low capacity and
underutilization of the JHAH resources.

23. What constraint JHAH from using its full capacity?
Lack of enough skilled manpower due to low capacity
Labor turnover due to poor pay and lack of incentives
Duplication of services
24. . How can JHAH leverage the different aspects of its resources in implementing
the short, medium and long-term strategy?
Processes automation especially in dental care devices
Redistribution of workers to avoid duplication of jobs and avoid idle capacity
Reduce the idle labor
Renting unused facilities and equipment
25. What is JHAH operational budget? And what challenges faced dental to operate
within that budget?
The previous year, we operated on $30million operational costs which are
expected to rise to approximately $37million next year. The budget is facing
constraints of low capacity utilization in the following are:
• Dental assistant units not doing any additional actions to assist the dentist
• Lack of reallocation of workers to other practices to improve productivity
• Idle dental lab facilities which could have been used for commercial.
• Billing clerks are adding more pressure on the budget whereas most of their
activities are automated.
26. What are the main cost drivers of JHAH dental department?
Payment of physicians
Buying of sterilization
Administration of the department
Buying medical devices
Marketing of our services
27. As a manager, what are the measures taking to reduce cost and improve the

performance of the firm?
Laying down unused labor
Renting underutilized spaces and facilities
Outsourcing other noncore services
Purchasing from government agencies
28. How your pricing scheme was developed and what standards are you following?
Our prices are set using the market analysis and competitors. Also, we consider
the economic situation of the client. We make sure our client get value for their
money
Our price principals include negotiating before service delivery and clear display
of various prices of our services.
29. Have you ever conduct a benchmark study to evaluate JHAH position in the local
market? If yes who is the main competitor and what is JHAH marketing strategy
to compete in such market?
Yes, the main competitors of JHAH are:
• King Faisal Specialist Hospital and Research Centre
• King Fahad Medical City
• Dr. Sulaiman Al Habib Medical Group
• King Fahad Specialist Hospital Dammam
• Almana Group of Hospitals
• Mouwasat Medical Services
Marketing strategies
We use social media to advertise for our service, we also use newspapers and
other print media, television, and radio adverts
To make promotions the organization use billboards and digital signages,
30. What are the major limitations facing JHAH in adopting any new initiatives?
lack of finance for new initiatives
Our workers may not be ready to adopt the new initiatives

We don’t have required technology for the new ideas
31. How JHAH Structure influence the changing process?
• It influences the employee's resistance
• The technology shift to the new process needs to be addressed
• The change has to respond to workplace demographics
• Ability to adapt to the new changes
• The internal structure will be affected by the market changes
• The change in terms of growth has to fit the organization structure
32. What could hinder the execution of a turnaround strategy in JHAH?
• Manpower is not sufficient, especially in periodontics and endodontics
• Lack strategy ownership of the turn-around strategy
• Low customer base
• Poor hiring criteria
• The resistance of employees to change
• Inflexible policies and procedures
• Lack of clear communication
• Failing to have a clear link of the strategy to the organization.
33. Is there anything that you expected/wished to be asked and I didn’t ask
It is a pressure to have you here