This document outlines the steps for an organization to implement an ISO 9000 quality management system, including pre-needs assessment activities, an initial needs assessment meeting, leadership development training, workforce development training, and post-training activities. Key activities include reviewing organizational structure and plans, developing gap analyses, defining roles and responsibilities, establishing quality policies and plans, and documenting processes. The goals are to develop management and employee skills in quality practices and prepare the organization for ISO 9000 accreditation audits.
Performance management cycle helps the employee to align their goals with organizational goals. The four stages in performance management cycle are planning, monitoring, reviewing and rewarding
For more information visit
https://www.hrhelpboard.com/performance-management/performance-management-cycle.htm
A presentation exploring ratings in performance management, prepared for and presented at the 2015 UK Annual E-Reward Conference. Were my predictions correct and is there still a debate to be had?
Performance management cycle helps the employee to align their goals with organizational goals. The four stages in performance management cycle are planning, monitoring, reviewing and rewarding
For more information visit
https://www.hrhelpboard.com/performance-management/performance-management-cycle.htm
A presentation exploring ratings in performance management, prepared for and presented at the 2015 UK Annual E-Reward Conference. Were my predictions correct and is there still a debate to be had?
Introduction to ISO 10015 Quality Management – Guidelines for Training Henry John Nueva
To stay in the race, organizations must continuously develop and upgrade competencies of their human resources. Unfortunately, most supervisors and managers do not know how to measure the benefits of training and the return on training investment. ISO 10015:1999; Quality Management - Guidelines for training, provides answers to this condition.
Performance Management Functions PresentationKit England
A presentation I gave on the Performance Management functions of the new Strategy Planning and Performance team at Newcastle City Council, following the restructure.
Developing Employee & Organizational Performance June 2010Patrick Hartling
This is a presentation I delivered to the AMA Professional Day seminar in June 2010. Critical themes include Performance Assessment and Effective Coaching Strategies.
Introduction to ISO 10015 Quality Management – Guidelines for Training Henry John Nueva
To stay in the race, organizations must continuously develop and upgrade competencies of their human resources. Unfortunately, most supervisors and managers do not know how to measure the benefits of training and the return on training investment. ISO 10015:1999; Quality Management - Guidelines for training, provides answers to this condition.
Performance Management Functions PresentationKit England
A presentation I gave on the Performance Management functions of the new Strategy Planning and Performance team at Newcastle City Council, following the restructure.
Developing Employee & Organizational Performance June 2010Patrick Hartling
This is a presentation I delivered to the AMA Professional Day seminar in June 2010. Critical themes include Performance Assessment and Effective Coaching Strategies.
Success Beyond a Test: The Importance of Application in Performance ImprovementBizLibrary
Leadership came to you with a request for training. You organized a training session where the employees seemed to have learned something. You received positive feedback, and you sent them a post-training quiz. Job well done, right?
Not exactly. A study from Robert O. Brinkerhoff found that we spend only 15 percent of our current training resources on the actual on-the-job application that a training event independently yields. We spend the majority on the design, development and delivery. That means we spend more time designing what the training will look like than evaluating how the training is helping our employees in their job roles day-to-day.
This interactive webinar, brought to you by BizLibrary, will provide easy-to-understand insights on:
- What you should do before training begins to assist with measurement
- Ways to drive behavior change post-training
- Diverse post-training tools and methods of measuring behavior
This Certification Program is developed in line with the quest to achieve standardized competency levels of the business analyst profession. The business analyst is also sometimes called a business process analyst, requirements engineer and business/IT systems analyst.
This Certification Program is designed for individuals having responsibilities in the following areas: Identification of Problem Areas/Business Opportunity, Enterprise Analysis, Requirements Planning & Management, Requirements Elicitation, Requirements Analysis & Documentation, Requirements Communication and Assessment & Validation of Solution Options.
The knowledge areas contained in the curriculum is a combination of the knowledge areas in the Business Analysis Body of Knowledge (BABOK) of the International Institute of Business Analysis (IIBA) and knowledge areas in the Certified Quality Process Analyst (CQPA) of the American Society for Quality (ASQ).
Training Needs Analysis (TNA) in one of the essential and basic activity of a HR Manager. Unless scientifically drawn, TNA won't bring fruits of productivity and performance improvement.
1. Quality Management System Series
ISO 9000:2000
American National Standards
Transportation Industry Edition
Quality Management System
ISO 9000:2000
Program Overview
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2. Vision Quest Integrated Technologies, Inc. 1
Pre-Needs Assessment Meeting Activities
These activities should be performed by the organization prior to the initial Needs Assessment Planning
Meeting. The information obtained from these activities will be the foundation from which the planning
meeting and the quality system will be developed. Vision Quest can provide foundational documents and
forms to perform these activities.
Review current organizational structure
Management hierarchy
Unit structure
Departmental structure
Review current plans
Annual
5 year
Selling and marketing
Departmental
Obtain an understanding of
Vision
Mission
Goals
Objectives
Review current processes
Written
Unwritten
Perform an Employee Survey
Develop Organizational and Departmental Gap Analysis
Needs Assessment Meeting
This is usually a two-day off-site meeting. It is an opportunity for managers, supervisors, and management
candidates to come together to review the organization as a whole and to develop team identity and
improve synergy. The meeting does not have to be off-site. However, if well planned and done
appropriately it can be a recognition opportunity, a break from the day-to-day, and an excellent kick-off
and starting point for a successful TQM initiative. This is typically done on a Thursday and Friday, but can
be conducted over a weekend.
Agenda Topics
Review Gap Analysis
Initiate Developmental Action Plan
Review needs assessment
Surface, identify, and initiate resolution of current issues
Examine current management philosophy
Examine Team / Work Group concepts
Define Empowerment
Develop training timeline
3. Vision Quest Integrated Technologies, Inc. 2
Meeting Objectives
Understand the framework of the TQM initiative
Understand each member's roles and responsibilities of the TQM initiative
Alleviate fears of change
Identify areas of development opportunity as identified by peer managers
Identify areas of opportunity for development of management styles and techniques
Reveal any hidden agendas
Develop management team synergy
Understand basic management styles and concepts
Understand the basic concepts of team / work group dynamics
Understand the basic concept of the application and implementation of empowerment
Identify resource opportunities for management ideas
Post Needs Assessment Meeting Activities
Initial Development of Quality Policy Manual as required by ISO 9000:2000
Initial Development of Quality Plan as required by ISO 9000:2000
Leadership Development Training
This is typically a three-day training class. It is fast paced and interactive. It is recommended that this
course be conducted off-site. The course is usually conducted Tuesday-Thursday, 8-5. However, in
recognition of some organizations’ inability to allow all managers, supervisors, and candidates off-site for
three business days the course can be modified to fit in a weekend time frame.
Introduction to Management
The Changing Management Process
Learning from Management History
Managing in an Ever Changing Global Environment
Creative Problem Solving
The Manager as a Decision Maker and Creative Problem Solver
Overview of the Creative Problem Solving Process
Ethics, Social Responsibility, and the Managerial Environment
Planning
The Planning Process and Organizational Purpose
Strategy Formulation and Implementation
Quantitative Methods for Problem Solving and Planning
Organizing
The Organizing Process
Organizational Design
Job Design
Staffing and Human Resource Management
Managing Organizational Culture, Cultural Diversity, and Change
Leading
Motivation and Performance
4. Vision Quest Integrated Technologies, Inc. 3
Group Dynamics
Leadership
Managing Communication
Controlling
Controlling Performance: Strategic, Tactical, and Operational Control
Management Control Systems
Management Information Systems and Knowledge Management
Contemporary Issues In Management
Operations Management
Quality System Design and Implementation
ISO 9000:2000 System Requirements
The Concepts of Quality Systems
Managements role in Quality System Implementation
Managing Quality and Innovation
Post Leadership Training Activities
These are activities that need to be done in conjunction with, concurrent to, or prior to beginning the
training at the workforce level.
Organizational Development
Development of plans
Annual
Selling and marketing
Departmental
Gap Analysis
Organizational
Departmental
Developmental Action Plans
Organizational
Departmental
Development of Human Resource Programs*
Development and initiation of performance evaluations and criteria including:
Gaps
DAPs
First time roll out
Development and implementation of Reward and Recognition systems including:
Definition and policy development for disciplinary actions including:
Company policies not to be violated
Company polices pertaining to consequences of violations
*These are done after Leadership Development training and must be accomplished prior to Workforce
Development Training.
Workforce Development Training
5. Vision Quest Integrated Technologies, Inc. 4
This is typically a two-day training class. It is fast paced and interactive. It is recommended that this course
be conducted off-site. The course is usually conducted Tuesday-Wednesday or Thursday-Friday 8-5.
However, in consideration of organizational needs, the course can be modified to fit in a weekend time
frame. Number of class participants should not be less than 10 nor exceed 20.
Class topics
Organizations and Employees Today
Managing Change
Organizational Vision / Mission
ISO 9000:2000 Standards
Teamwork Development
Communication
Interactive Skills
Meeting Management
Language of Quality
Creative Problem Solving
Problem Solving
Quality Improvement Process
Process Writing
Post Training Activities
This optional phase has Vision Quest focusing on assisting the organization in developing itself into a high
performance workplace. Primary focus will be on the development of:
Quality System Implementation and Integration
Process Development and Documentation
Process Drafting
Process Writing
Process Publishing
Process Revision
Vision Quest cannot emphasize strongly enough the weight the ISO 9000:2000 standards now apply to documented
processes on a global organizational scale and how critical these processes are to a successful accreditation audit.
Computer Based Management Information and Reporting
Statistical Metrics
In-Process Measurements
Accounting Data
Customer Satisfaction Indices
Customer Satisfaction Surveys
Employee Satisfaction Surveys
Vision Quest cannot emphasize strongly enough the weight the ISO 9000:2000 standards now apply to statistical metrics
on a global organizational scale and how critical documented statistics are to a successful accreditation audit.