4757_quality_and_human_resource pdf

Quality and Human
Quality and Human
Resources
Resources
J. Martin
J. Martin
Open University
Open University
2007
2007


Content
Content

Introduction
Introduction

Chapter 1: strategy and HR
Chapter 1: strategy and HR

Chapter 2: selection and recruitment
Chapter 2: selection and recruitment

Chapter 3: employee appraisal
Chapter 3: employee appraisal


Chapter 4: communication
Chapter 4: communication

Chapter 5: empowerment and
Chapter 5: empowerment and
involvement
involvement

Chapter 6: training and development
Chapter 6: training and development

Chapter 7: teams and teamwork
Chapter 7: teams and teamwork

Chapter 8: HR Total Quality model
Chapter 8: HR Total Quality model


Introduction
Introduction

HR one of the keys to improved organizational
HR one of the keys to improved organizational
performance
performance

“
“
People are our most important asset”
People are our most important asset”


All quality models include human resources
All quality models include human resources


Introduction
Introduction

ISO: chapter 6.2.
ISO: chapter 6.2.

M. Baldrige model: box ‘human resource focus’
M. Baldrige model: box ‘human resource focus’

EFQM: boxes ‘people’ and ‘people results’
EFQM: boxes ‘people’ and ‘people results’

Investor In People: specific model for human
Investor In People: specific model for human
resources
resources


Introduction
Introduction
Human resources in the history of quality:
Human resources in the history of quality:

Beginning of XXth century: employee
Beginning of XXth century: employee

achieves quality of product through
achieves quality of product through
standardization based on post-taylorist
standardization based on post-taylorist
procedures by developing control = basic
procedures by developing control = basic
leverage (1920)
leverage (1920)

Quality assurance teams achieve quality
Quality assurance teams achieve quality
the on the basis of processes = medium
the on the basis of processes = medium
leverage (1950)
leverage (1950)

The whole organization is involved in Total
The whole organization is involved in Total
Quality = global leverage (1990-2000)
Quality = global leverage (1990-2000)


Introduction
Introduction
Human resources and total quality:
Human resources and total quality:

The employee has now a practice of:
The employee has now a practice of:
•

Control cards and basic probabilistic statistics
Control cards and basic probabilistic statistics
•
Graphic representations like histograms, …
Graphic representations like histograms, …
•
Pareto analysis and Ishikawa diagram
Pareto analysis and Ishikawa diagram
•
Brainstorming and similar methods
Brainstorming and similar methods
•
Flow charts …
Flow charts …

These skills require :
These skills require :
•
Permanent training
Permanent training
•
Real participation in the process of change
Real participation in the process of change


Introduction
Introduction
The role of human resources:
The role of human resources:
Traditional approach :

Traditional approach :

The employee is part of a hierarchical system,
The employee is part of a hierarchical system,
receiving orders and executing
receiving orders and executing

The organization is correctly reflected in the
The organization is correctly reflected in the
organization chart
organization chart

This chart is normally stable and characterizes
This chart is normally stable and characterizes
a mechanistic system
a mechanistic system




Difficulty to change in a changing world
Difficulty to change in a changing world


Introduction
Introduction
The role of human resources:
The role of human resources:
New approach :
New approach :


The employee is a part of a lateral system
The employee is a part of a lateral system
based on teams
based on teams

The employee has a real area of decision on
The employee has a real area of decision on
the process
the process

The organization chart is only one aspect of
The organization chart is only one aspect of
the complex firm
the complex firm




Organistic system able to face an
Organistic system able to face an
unpredictable environment
unpredictable environment


Introduction
Introduction

HR activities:
HR activities:

•
Strategic alignment of HRM policies
Strategic alignment of HRM policies
•
Effective communication
Effective communication
•
Employee empowerment and involvement
Employee empowerment and involvement
•
Training and development
Training and development
•
Teams and teamwork
Teams and teamwork
•
Review and continuous improvement
Review and continuous improvement


Chapter 1
Chapter 1
Strategy and Human Resources
Strategy and Human Resources


Strategic alignment of HRM
Strategic alignment of HRM
Global strategy
HR strategy & policies

Skills Recruitment Appraisal Remuneration Employee benefits


Strategic alignment of HRM
Strategic alignment of HRM

HR director identifies key elements of HR strategy
HR director identifies key elements of HR strategy
(skills, recruitment and selection, health and
(skills, recruitment and selection, health and
safety, appraisal, benefits, remuneration,
safety, appraisal, benefits, remuneration,
training, etc.) in accordance with strategic
training, etc.) in accordance with strategic
objectives
objectives

HR director reports to the Board
HR director reports to the Board

HR plan is prepared
HR plan is prepared


Strategic alignment of HRM
Strategic alignment of HRM
PLAN
HR director
Prepares & aligns HR plan
DO

Implement HR plan
-Selection & recruitment
-Skills/competencies
-Appraisal
-Reward, recognition & benefits
-Health & safety
-Training
CHECK
-Quality committee/board
-Company wide self-assessment
-People surveys
-Regular board reviews
IMPROVE
-Self-assessment
-Best practice
-Benchmarking
-Quality committee
recommendations


Chapter 2
Chapter 2
Selection and recruitment
Selection and recruitment


Selection and recruitment
Selection and recruitment

Set standards for job descriptions and job

Set standards for job descriptions and job
evaluations
evaluations

Provide information to new recruits on
Provide information to new recruits on
performance, appraisal, job conditions
performance, appraisal, job conditions

Focus job descriptions on responsibilities rather
Focus job descriptions on responsibilities rather
than tasks
than tasks

Train managers and supervisors in selection
Train managers and supervisors in selection
techniques
techniques


Selection and recruitment
Selection and recruitment

Align job descriptions and competencies for
Align job descriptions and competencies for
identification of people with appropriate skills
identification of people with appropriate skills

Ensure employment terms and conditions meet
Ensure employment terms and conditions meet

legislative and regulatory requirements
legislative and regulatory requirements

Review HR policies regularly
Review HR policies regularly


Skills / Competencies
Skills / Competencies

Job descriptions should be based on skills and
Job descriptions should be based on skills and
competencies
competencies

Main skills/competencies include:
Main skills/competencies include:
•
Leadership
Leadership
•
Motivation
Motivation
•
People management
People management
•
Team working
Team working
•

Customer focus
Customer focus
•
Communication
Communication


Skills / Competencies
Skills / Competencies
Skills/competencies
requirements
Standards
For selection


Chapter 3
Chapter 3
Employee appraisal
Employee appraisal


Appraisal process
Appraisal process

Purpose of appraisal:
Purpose of appraisal:
•
Alignment of personal, team and corporate
Alignment of personal, team and corporate
goals

goals
•
Develop full potential of people
Develop full potential of people

Conduct of appraisal:
Conduct of appraisal:
•
Once a year
Once a year
•
Interview on performance against objectives
Interview on performance against objectives
•
New objectives with training and development
New objectives with training and development


Appraisal process
Appraisal process
Personal goals Business goals Policy and strategy
Appraisal process
Improve individual Improve business
Performance Performance


Employee reward, recognition and
Employee reward, recognition and
benefits
benefits


Rewards based on consistent, quality-based
Rewards based on consistent, quality-based
performance
performance

Awards given to employees but also other
Awards given to employees but also other
stakeholders
stakeholders

Financial incentives for company wide
Financial incentives for company wide
suggestions and new idea schemes
suggestions and new idea schemes


Employee reward, recognition and
Employee reward, recognition and
benefits
benefits

Internal promotion to encourage motivation and
Internal promotion to encourage motivation and
enhance job security
enhance job security

Recognition through performance feedback
Recognition through performance feedback
mechanisms, development opportunities, pay

mechanisms, development opportunities, pay
progressions and bonuses
progressions and bonuses

Recognition systems operating at all levels of the
Recognition systems operating at all levels of the
organization
organization


Chapter 4
Chapter 4
Communication
Communication


Effective communication
Effective communication

Effective communication should focus on:
Effective communication should focus on:
•
Regular meetings with people
Regular meetings with people
•
Briefing of people on key issues in a clear
Briefing of people on key issues in a clear
manner
manner
•

Communicate honestly and fully
Communicate honestly and fully
•
Encourage team members to discuss company
Encourage team members to discuss company
issues with bottom-up feedback
issues with bottom-up feedback
•
Ensure communication is always two-way
Ensure communication is always two-way