Human Resources Officer is absent during an ISO 9001 External Audit

A

amanbhai

#11
Re: Human Resources Officer is absent during an ISO9001 External Audit

What your organization do is to re schedule the external audit.
 
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qusys

Trusted Information Resource
#12
If unfortunatelty he had an incident, the audit deals with the system and the processes, that are not linked with a specific person. This could be a good occasion to share info and competence and make leason learnt.
Organization cannot allow to miss important certification due to the absence of a person. Risk assessment should also encompass this kind of issue.
A solution to be agreed with CB could be interview the person in remote if it is possible, but in my opinion it is better to interview a person present inside.
 
P

Polly Pure Bread

#13
There was no competent successor to drive the HR department once the officer leaves either by choice or other circumstances. It’s clear that the organization hasn’t analyzed the cause of potential nonconformities. It’s not solely the issue of 6.2.
 
J

JaneB

#14
:topic:
There was no competent successor to drive the HR department once the officer leaves either by choice or other circumstances.
I think there's an assumption here about the company which there isn't data to support. In smaller organisations, there's no HR Department as such. Given there's only a single person in that role, it seems possible they're in that situation. We should remember that 9001 is for all sizes of organisation, not just bigger ones.

And I'm not sure I'd agree the company hasn't assessed 'potential nonconformities' - I'd see this as more akin to perhaps a lack of risk management more than failure to assess potential NCFs.
 

somashekar

Staff member
Super Moderator
#15
:topic:

I think there's an assumption here about the company which there isn't data to support. In smaller organisations, there's no HR Department as such. Given there's only a single person in that role, it seems possible they're in that situation. We should remember that 9001 is for all sizes of organisation, not just bigger ones.

And I'm not sure I'd agree the company hasn't assessed 'potential nonconformities' - I'd see this as more akin to perhaps a lack of risk management more than failure to assess potential NCFs.
Very true ..... Smaller the organizaton, ... bigger is the need to multitask. There are a lot of folks who still believe that clause 6.2 is the baby of HR officer. Its perhaps the duty of every functional head of the organization to understand, and implement the requirement as mentioned in human resources clause of the ISO standard. If the organization structure is indeed small in nature, the MR has got to pitch in (in the absence of the HR officer) and do the multitasking, and be able to explain how the training requirement works in the organization and demonstrate with good records (Functional heads can very well support this function)
 
Last edited:

SteelMaiden

Super Moderator
Super Moderator
#16
We had a surveilllance audit without the management representative (me) at my last division. We've audited without HR, without our Product Metallurgist, without any given manager. The point is that you have to operate your system as though someone (anyone) might be absent at any time. One never knows when someone will be run over by a bus.
 

Ajit Basrur

Staff member
Admin
#17
I agree with Steel - your system can not be paralyzed when one individual is absent during audits.

At this juncture, I would like to ask one question - what happens when this individual (HR Officer) takes leave ? Does your system still continue to run smoothly ? Have those steps built up in your QMS.

Audits or no audits, build robust system so that they do not get affected by these incidents :)
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#18
Unless this HR person singlehandedly performs these 6.2 functions without anyone else knowing it's happening, chances are good there is someone who can answer questions about how it's done in general. Between one or more people who have had occasion to be a customer (for example, I cna produce a photocopuy of my completed job training plan) and/or stakeholder of the process, the information can probably be pieced together.

The remaining problem is the obvious lack of a promulgated process. Neither 6.2.1 or 6.2.2 require the process be documented, but it seems improbable that no one in the management staff would have enough awareness to describe what goes on.
 
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