Objective:
Define the most important aspects and establish the steps to follow for the implementation of ISO 9001: 2000 in the HR area (requirement 6.2). It is aimed at levels of management and / or supervision of HR.
Main theme:
General considerations on the ISO 9001: 2000 Standard. Specific aspects for the HR area.
Steps to follow for implementation
- Step One: Establish the necessary Competency Step Two: Define training needs Step Three: Develop a Training Plan Step Four: Execute training actions Step Five: Evaluate the results of staff training Step Six: Follow-up Step Seven: Recordkeeping
Guide for implementation of HR management
Requirement 6.2 ISO 9001: 2000
A. Objective
The objective of this Guide is to define the most important aspects and establish the steps to follow for the implementation of the ISO 9001: 2000 Standard in the area of Human Resources (requirement 6.2).
B. Addressed to
Management and / or supervision levels of HR that are carried out in goods or services industries, and that are in charge of implementing the ISO 9001: 2000 Standard in the area of HR.
C. General considerations on ISO 9001: 2000
The quality management model proposed by ISO 9001: 2000 is based on 8 principles:
Customer focus: Organizations depend on their customers and therefore should understand current and future customer needs and strive to meet their requirements.
Leadership: leaders establish the unity of purpose and orientation of the organization. They should create and maintain an internal environment, in which staff can become fully involved in achieving the organization's objectives.
Staff Participation: Staff, at all levels, is the essence of an organization and their full commitment enables their skills to be used for the benefit of the organization.
Process-based approach: a desired result is achieved more efficiently when the activities of related resources are managed as a process.
System approach to management: identifying, understanding and managing the interrelated processes as a system, contributes to the effectiveness and efficiency of an organization in achieving its objectives.
Continuous improvement: continuous improvement of the organization's global performance should be a permanent objective of the organization.
Factual approach to decision making: Effective decisions are based on analysis of data and information.
Mutually beneficial supplier relationships: An organization and its suppliers are interdependent, and a mutually beneficial relationship increases the ability of both to create value.
The figure illustrates the process-based quality management system described in ISO 9001: 2000.
This illustration shows that stakeholders play a significant role in providing input to the organization.
Monitoring stakeholder satisfaction requires evaluation of information regarding their perception of the extent to which their needs and expectations have been met.
Four groups of processes are distinguished.
- Management responsibility: Management commitment, Customer focus, Quality policy, Planning, Responsibility, authority and communication,
Management review. Resource management: Human resources, Infrastructure, Work environment. Product realization: Product realization planning, Customer-related processes, Design and development, Purchasing, Production and service provision, Control of monitoring and measurement devices. Measurement, analysis and improvement: Monitoring and measurement, Control of nonconforming product, Data analysis, Improvement
D. Specific aspects for the HR area.
6.2 Human resources
6.2.1 General
Personnel performing work that affects product quality must be competent based on appropriate education, training, skills and experience.
6.2.2 Competition, awareness and training
The organization must:
a) determine the necessary competence for the personnel who carry out work that affects the quality of the product,
b) provide training or take other actions to satisfy said needs, c) evaluate the effectiveness of the actions taken, d) ensure that their staff are aware of the relevance and importance of their activities and how they contribute to the achievement of quality objectives, and
e) maintain appropriate records of education, training, skills and experience.
Text of the ISO 9001: 2000 Standard
E. Steps to follow for implementation
Organizations must identify and analyze their training needs, design and plan training, evaluate the results of the training; monitor and improve the training process in order to achieve its objectives, highlighting the contribution of training to the continuous improvement process.
This implementation is proposed as a process aimed at filling the resulting gap between the required competencies and the existing competencies in the organization.
E.1. First step: Establish the necessary competence
The concept of Competence mentioned in the Standard, can be understood as an identifiable and evaluable set of capacities that allow satisfactory performance in real work situations, according to current historical and technological standards, and that affect the quality of its products and / or services.. For the determination of these competences, the following must be taken into account:
Future demands related to strategic and operational plans and objectives,
Anticipation of succession needs of management and the workforce,
Changes in the organization's processes, tools and equipment, Assessment of individual competence of personnel to carry out defined activities, and Legal and regulatory requirements and standards that affect the organization and its stakeholders.
E.2. Step Two: Define Training Needs
Once the organization has established the competencies required for each of the activities it carries out and that affect the quality of its products, it must then evaluate the competencies of the personnel who carry out these activities and develop plans to eliminate the existing gaps between the required competencies and existing competences.
The definition of needs should also include the analysis of needs that may appear in the future.
As can be seen in item D, the standard does not specify a particular method to carry out this evaluation, therefore, the selected methodology will be the one that best suits the characteristics of the organization.
E.3. Step Three: Develop a Training Plan
In this step, the specification of a training plan must be achieved. You must consider the existing restrictions in the training process (financial, legal, availability, etc.) which will be taken into account to define the training methods and means, as well as the criteria for their selection. The training plan is prepared to include the needs of the organization, the training needs and the objectives that define what the staff will be able to do after the training. Finally, the selection of the training provider is made, which can be internal or external to the organization.
E.4. Step Four: Execute Training Actions
It is the training provider that carries out all the training activities complying with what is specified in the training plan. The organization can develop actions to support the training provider and the workers being trained. It must also monitor the quality of the training received.
Organizational support may involve the provision of equipment, tools and documentation as well as on-the-job training opportunities. Feedback information with the trainee is also key, and can be done through surveys at the end of each training activity.
E.5. Step Five: Evaluate the Results of Staff Training
The objective is to assess whether the objectives of both the organization and the training carried out were achieved. It may take time to observe the change in worker performance. The collection of indicators on the results and the possible development of corrective actions for the observed disagreements should be considered.
E.6. Step Six: Follow Up
Follow-up actions seek to ensure that the training process, which is part of the organization's quality system, is managed and carried out taking into account the demands of the organization's quality management system. It involves a review of the records of the four stages of the process to define disagreements and preventive and corrective actions. These records should serve to validate the training process and formalize recommendations for improvement.
E.7. Step Seven: Record Keeping
HR management activities must generate records that provide evidence of compliance with the requirements defined in the quality management system. These records must be easily identifiable, and be subject to a storage system that provides adequate protection and easy retrieval. The period during which each record will be kept stored must also be defined, and will be done with them once said period has expired.
Bibliography
Guide for implementation of HR management
