ISO 9001 and the HR Function - Developing a Total Quality Management System for HR

[world quality]

Re: ISO 9001 and the HR Function - Developing a Total Quality Management System for H

You on to go here and review the autostream presentation and get more help.
http://www.authorstream.com/Present...resource-management-education-ppt-powerpoint/

 

[Peter Fraser]

Re: ISO 9001 and the HR Function - Developing a Total Quality Management System for H

Thanks Peter. Your response clarified a few things for me. Currently there is a great deal of process improvement underway but I would say our goal is to become more strategic about quality in the HR function. I’m envisioning a mission, some strategic goals and a set of tactical objectives. I’m also thinking about a set of competencies that are key to the group based on the tactical objectives.

While you are correct in saying our requirement is not compliance with an external standard, we are looking to develop a framework that aligns with the key principles of an established standard. Does it make sense to use ISO in this way or are we barking up the wrong tree?

I'm not sure that I would start with the standard (OK, I am sure that I wouldn't!) I would expect that the role of the HR Dept requires an understanding of the processes within the rest of the group, and of the roles and responsibilities required for them to work. So not only do you need to manage the roles, responsibilities and competencies within the HR Dept, you need to do the same for the operations in the rest of the organisation.

ISO9001 is not "strategic". Because of the process by which standards are developed, it can never be "leading edge".

I would suggest that you concentrate on developing and managing your processes, and not on what an external standard may require (which is open to interpretation anyway, as you will see from other discussions on the forum!)

I wrote some of the modules for the (UK's) CQI Body of Quality Knowledge on management systems, process definition, corporate strategy etc - I can send you the links if you think that might help.

 

[Helmut Jilling]

Re: ISO 9001 and the HR Function - Developing a Total Quality Management System for H

...While you are correct in saying our requirement is not compliance with an external standard, we are looking to develop a framework that aligns with the key principles of an established standard. Does it make sense to use ISO in this way or are we barking up the wrong tree?

ISO 9001 has close to 1,000,000 adherents. It would be a very good and widely accepted foundation for your effort.

Essentially, if I were to summarize a ggod approach to the requirements, there would be 3 main steps.

1. For each position, define a detailed list of the skills needed to perform well and competently in that job.

2. For each person in that job, evaluate their skills using that list as a checklist. Grade them as to their level of competence for each item on the list.

3. Provide training for any items determined to be weak.

Also, keep records for each of the 3 steps. It is kind of like inspecting a product to the inspection plan, except here you are inspecting or evaluating people instead of parts.

 

[Navillus]

Re: ISO 9001 and the HR Function - Developing a Total Quality Management System for H

Peter - yes, I'd appreciate it if you would send me the links. Thanks.

 

[Jen Kirley]

Re: ISO 9001 and the HR Function - Developing a Total Quality Management System for H

Welcome to the Cove! Lots of good responses so far.

When you said "total management system" I wondered if you meant "Total Quality Management." If you did, you're talking more about Baldrige than ISO.

I always push for Baldrige because of its touchy-feely nature and its encouragement to include the community in its customer focus. Other than having been an examiner for a state version, I'm not affiliated with Baldrige.

The two aren't mutually exclusive. In following the elements of ISO 4.1 and 7.1, the organization lays out a strategy and objectives in a plan for quality, which I loosely define as doing things well. Leadership is covered via the elements in 5.1 etc., process control in elements 7.1 etc., human resource focus is in elements 6.2. Results are covered in elements 8.2 etc. What ISO doesn't do, but Baldrige does, is ask us to include the community in our strategic focus. That's arguably a good idea for HR because it draws talent from the community based on the image the company projects. A consultant in my area calls that being an "employee magnet."

I found a paper you might find useful: Total Quality-Oriented Human Resource Management. While it's true that ISO was directed at manufacturing, I was interested to notice that "scrap and rework" was mentioned on page 6 of this paper, which I caution certainly doesn't read like a how-to manual. Anyway, I hope this helps!

 

[Peter Fraser]

Re: ISO 9001 and the HR Function - Developing a Total Quality Management System for H

Peter - yes, I'd appreciate it if you would send me the links. Thanks.

Navillus

See http://www.mandos.co.uk/mandosapproach_articles.htm

Let me know if you want any further explanation (some of it is perhaps "non-traditional ISO"-thinking) or if you need any of it interpreted in relation to HR issues.

 

[Shady M Salman]

Re: ISO 9001 and the HR Function - Developing a Total Quality Management System for H

This is a healthy discussion.

I have to mention that even though you want to develop QMS for one department named the HR, you have to keep in mind that you shall consider all the requirements of the Standards for all the processes you are performing within the HR function. in simple you have to:

1. think what are the inputs, process, outputs of each process
2. think what can be done to meet the requirements of each clause of the ISO 9001 within the HR department
3. what clauses can be excluded as a result of this exercise.

Like that you would end up with a QMS that fit the HR department as its scope and certifiable

good luck.