I listen to more and more these days about the difficulties companies face to stay aggressive in their market or industry. Client care will eventually decide which companies are actually active making money and which organizations are only active trying to find clients. There are many aspects that figure out the level of client fulfillment. These may include cost, top quality, prompt distribution and many others. Without a formal analysis it can be difficult to evaluate client fulfillment. In many cases even satisfaction surveys do not convey true fulfillment or satisfaction. Statistically most will never take the time to finish a fulfillment survey? Let me ask a better query. People do however take the time to complain about products or services they purchase when those products fail to meet their expectations? Sometimes it may be easier to evaluate customer “dissatisfaction” because clients might not alwayssubmit a survey, e-mailer call to notify you that everything is fine when they are happy with you, but you can be sure they will let you know when they are not. So what does all of this have to do with human resource management programs? To answer that, I would like to look at one of those aspects that lead to client satisfaction or discontentment. That aspect is quality. For the objective of this article I will concentrate on “product quality” you can switch this to quality of service if this is more appropriate to your industry.
I know, but don’t want to discuss the impact design/process FMEAs and APQP etc. have on quality in the discussion, let us just believe these are finish and were done well. At this point we will assume the responsibility for quality is now in the hands of the operators or service providers.This is where the buck stops and where coaching or better yet “effective training” takes over. The connection between product or service quality and efficient coaching cannot be disputed. If you do not believe this, consider these researches. The Nationwide Protection Authorities conducted an odds-of-dying study for 2008, which demonstrates the comparative threats of traveling by air compared to driving safety. It measured the possibility of being fatally injured in an automobile incident to be 1 in 98 for a life-time. For air and space transportation (including air cabs and private flights), the possibilities were 1 in 7,178 for a life-time. Now considering the fact that over 90% of car injuries are due to car driver mistake vs. the 50% of aircraft injuries that are cause by pilot error, one could believe the fact that perhaps pilot training is more effective than car driver training. So when we ask the question; where does the liability fall when training management programs get dropped? The finger usually gets pointed to the HR department or manager. We are not excusing this team from good hiring practices and new employee orientation but what do these things have to do with specific job specifications that effect quality?
Who should we audit when evaluating conformance of training procedures and when auditing reveals non-conformance’s, who should the NCR/CAR be allocated to?
Stay updated for Part 2 of this conversation.
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Akshat Kumar is the author of this article on Training Management Programs and Human Resource Management Programs. He is very interested in the application of process approach and improvement and its relationship to the roll of Human Resources plays. Akshat has written several articles on the topics.
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