Resources – Training – Competence – Awareness
A successful organization, it is said, is only as good as its people. Great leaders think about who is on the team, ensuring they have the right competent people to implement, maintain, and improve the management system's effectiveness, and to ensure and enhance customer satisfaction.
It is top management who ensures availability of resources and information to support their policy and objectives, measured by key performance indicators. Responsibilities need to be defined, documented, and communicated, and evidence of competence is required.
Resources need to be allocated against forecast requirements, and reviewed and supplemented if required. Determine what resources will be outsourced, and why. These resources may also include outsourcing the internal audit function, as well as the third-party audits. Should you decide to have your own internal audit team, you need to ensure that your auditors are trained on the updated new management system structure, ISO 9001:2015.
These people need awareness of how the management system structure works, and of the process risks, legal requirements, and implications of not conforming to its requirements. They need to understand the organization's policy and objectives, as well as their role in making the organization successful and realizing their own full potential, or they will leave an organization dissatisfied.
Training requirements need to be determined not only for management and personnel but also for contractors. Managers and team leaders need to ensure that employees are appropriately trained and have access to the tools and resources required to do their jobs.
There are many types of training performed by organizations, from orientation training covering the company's policies, risks, and rules associated with conducting business to on-the-job training, as well as professional development training. With management system implementation, there are training requirements for standard requirements, auditor training, and emergency preparedness training. The need for training can be the result of introducing a new technology, cross-training, new procedures or work instructions, understanding risks tied with tasks, nonconformities found in the workplace tied to the process, employee performance results, or the hiring of new or part-time employees.
Depending on the size of the organization, the management of training records and delivery can be organized by the human resources manager, or managed by the employee's supervisor or line manager. In other cases it may be the responsibility of the environment, health, and safety manager. Records and tracking of competence are becoming more important today, and keeping track of not only training that has been provided but also identification of training needs is important.
Organizations need to attract the most competent people, and these people want to work with an organization that has a meaningful purpose. In today's marketplace, companies need creativity and innovation and therefore they need to provide a safe and encouraging environment where employees can propose new ideas and contribute; this is important, rather than the old school of “don't make mistakes” and “don't take chances.”
The organization provides and maintains infrastructure (buildings, workspace, process equipment, supporting services) as well as its work environment (safety rules, ergonomics) to achieve conformity of goods and services and regulatory requirements. It also ensures availability of resources and information necessary to support operation and monitoring of processes.
One of the organization's focuses is eliminating or minimizing risks to personnel and other interested parties who could be exposed to environmental impacts and or occupational health and safety hazards tied to the organization's processes. Employees can participate in understanding hazards and risks through training or one-point lessons.
A one-point lesson is a fabulous tool, and takes only about 10 to 15 minutes to develop and about the same time to present. The lesson is developed by supervisors or team leaders and consists of 80 percent visuals and 20 percent words. These are important, simple lessons to improve knowledge of what or how actions are to be achieved, showing the best examples and then, if required, showing the example of what does not work. Employees make a commitment to follow these lessons, which can be documented on their training record.