The talent that resides in the Human Capital of organizations is essential to make Quality programs a reality
In a dynamic and competitive context, Quality has become one of the pillars for success in today's organizations. The globalized world has allowed competition and the flow of knowledge to increase at a dizzying rate, which has brought about an evolution of the client, who today is much more demanding than in times past.
Faced with this panorama, organizations have adopted Quality as a response to the environment in which they find themselves, as a way of maintaining competitiveness and increasing productivity, maximizing their profitability. Terms such as Excellence, Total Quality, Continuous Improvement, Customer Satisfaction and others have become the usual vocabulary of those who are part of an organization.
Different authors have defined quality in different ways, but the vast majority agree on a fundamental point: Quality in an organization implies compliance with certain requirements, which are determined based on the needs of the client. An organization that administers a Quality System collects information about the client's needs, registers and processes it, obtaining the necessary results that allow it to make decisions regarding the modification of its current practices to adapt its product / service to what it truly requires. the client.
These practices are evaluated by using indices that measure the organization's results in several of its processes, since the fundamental principle of Quality is that you cannot improve what you cannot measure.
An organization that is introduced to the topic of Continuous Improvement and Quality defines an organizational structure for such. In this way, it begins with the conception of a Vision, a starting point for the generation of Quality Consciousness. This raises the fundamental requirement of having the commitment of decision makers within the organization. In other words, efforts to adopt Total Quality Management are futile if top management is not committed.
With management commitment, the organization is in a position to transfer the Quality Vision to all levels of the organization, defining a quality Mission, policies, systems and programs. This raises the need to "educate" human resources by transferring values, an essential factor to install a management model of these characteristics in any organization. For this reason, Quality is closely related to the human capital of an organization: there can be no quality without quality human resources. In other words, an organization will not be able to obtain quality products or provide services, but rather has human quality.
When we speak of human quality we refer to Talent, a fundamental element that every human resource that is part of an organization must possess. The talent of human resources is given by a series of factors such as training, their values, potential, their sense of responsibility, etc. In this way, an organization that has quality human capital (talented human resources) and has created a quality consciousness among them, can be said to have a very important competitive advantage.
An organization can only be considered Quality when it is made up of Quality people, who apply the values of teamwork, acting with prevention, planning well to execute better, learn and develop, communicate effectively, focus on serving its customers and improving continually. Such an organization embraces a culture of trust, which inevitably leads to empowerment, teamwork, and self-direction.
In short, Quality implies the determination of the activities that must be carried out, the knowledge of the requirements to be met, the training on those requirements, the strict compliance with them, the commitment and positive predisposition to work and finally the vocation of service of all the human capital of an organization. For this reason we can affirm that Quality Awareness within the organization is the basis for the transformation of the organization based on the requirements established by the analysis of customer needs and demands, which is achieved through knowledge (the Vision Shared), customer understanding and process improvement.
