1. Building a culture of Compliance Managing employee competence

2. Changing Culture to Compliance Need to build the case Need to get right people involved By function By level Need Clear Messaging Need Supporting Processes in place Accountability/ Consequences Roles/ Responsibilities Tie into Business Results Impact on Performance

3. HR making a difference: HR brings a company- wide perspective HR can encourage participation to assure sponsorship from all areas Assignment of roles and responsibilities can tie into competencies/ job groups HR able to influence/ experienced at defining roles and responsibilities Lends clarity / asks the “right” questions

4. Need to build the case: Why a quality initiative? Who is affected? Who is the sponsor? How does it affect the business? What are the desired results? What are the consequences of doing nothing? What is the cost (of acting/ not acting)?

5. HR making a difference: HR has experience with performance measures Who is affected by quality Impact on the business How do we know we have been successful? Project can’t have “assumed” ownership. HR can assure the supporting structures are in place

6. Need to get the right people involved: Need to involve Executive Leadership and those who “own” the process, Need to have “sponsors” to support the effort and “subject matter” experts to direct it, Need line management to explain importance to direct reports, Need to tie into overall employee performance. If tied to appraisals, what are the benefits/ consequences?

7. Need Messaging: Overall messaging to outline expectations From Senior Executives Re-inforced by middle management Supervisors offer recognition for compliance Available on line to employees How to complete procedure coursework Outline importance and consequences Tied into Company processes eg. Orientation, Use available company communication tools Live-Link announcements

8. Need supporting processes: Company–wide Learning Management System, Easily used Help desk Procedure owners, authors – Quality initiatives Updates as needed Tie into existing company wide initiatives Reinforced at all levels

9. Cultural Change/ tools - Messaging from Senior Management Support/Reinforcement from Process Quality and Human Resources Employees informed of the change/ reward for embracing change Audit and recommendations on next steps Validation of reports – compliance % Performance consequences Research consequences of audit if tied to appraisals

10. Competence through training - Competence training Needed for job performance Assures quality in execution Mandatory training Required but not necessarily job specific Could be driven to comply to law (eg. Privacy) Developmental training Enrichment for skill development Preparation for next job

13. Define indicators of competence: What must employees know or be able to do to succeed? How does employee performance support company quality objectives? Decline/ absence of errors Informed decision making Consistency and reliability in delivery of product and services Measurement tools for criteria Must have valid testing / reports available

14. Responsibilities/ roles: Manager Needs to complete their assigned courses Accountable for direct reports to complete as assigned Needs to reinforce importance Need to apply SOP/ WI practices Employee Responsible to complete SOP/WI as assigned Need to apply learning to job performance Need to complete within given timeframe

15. HR making a difference

16. HR making a difference 2 years to get 104 SOPs identified as “read only” or “proficiency test” 4 months: 110 +104 completed with testing tests written/ training pilot developed/ delivered New software learned and used PPT messaging to mgr/ HR/ employees Forms/ process established Change of syllabi to line up with competencies Cultural changes identified /sponsorship gained Great response time Audit findings corrected