Your staff must be competent! This is usually because of training, education, experience.

As part of your planning mentioned earlier you should be assessing likely training needs and incorporating this into your plans.

Additionally you need to make sure the training you provide be it internal or external is doing the job. So you revisit trained individuals to see that they are either still capable, or preferably getting better at what they do.

  • Determine competence for personnel

Part of the training process (and the internal communication process) management must make staff aware of their role in the company and how they contribute to fulfilling customer requirements and hence satisfaction.

  • Provide training or take action to make sure that competence is achieved
  • You need to regularly (you decide) monitor competence levels and decide where the gaps are.
  • You then need to plan as to what you are going to do about those gaps.

Part of proving this is that you have a plan that gets implemented. This is part of the crux of all of ISO 9000 and where most people systems fall down – they can talk the talk,
but don’t walk the walk. What do you have in place to make sure things like training plans actually get implemented?

  • Evaluation of actions taken to ensure competence

Ok, so you planned to trained them, and then trained them, but did it work? are they better?

  • Ensure staff are aware of how their roles fit in with your policy, processes and company

And then how they help you meet your objectives and hence your policy statement – see how this is fitting together? Do they know what to do if problems occur? Is it the same as what you think?

  • You need to keep records to prove all of the above

This can be burdensome and often require a full time HR manager – ask Activa – we have a few good ideas on this

The above all points to a serious appraisal system, by which staff are not only set objectives, but subsequently developed as a result of training plans developed from these appraisals. This appraisal system should be aligned with your objectives and business plans.

You asked:

Nancy Rivera – How do you prove in documentation form in the new standard
9001:2015 that the training was effective? And if retraining is required how effective it was?

We believe that if, for example, you send a man on a fork truck training course and he comes back with a certificate,
the training was effective end of story.
However, suppose you want to elevate a man from shop floor operative to inspector: stage 1 may be going on a relevant
course but is he then trained effectively we dont know. So perhaps we need to assess his work on the shop floor for a
short period.
How do we record it?
Perhaps we record both the course and the on the job training on the persons training record
what we are trying to show is that they are competent to do their job after stage 1 we are not
yet satisfied but after stage 2 we are so record both stages.
As for retraining, we believe the same applies if they were proved to be not competent at any
stage we want to ensure even more carefully that training has been effective so we will monitor
it on the job and only record its success when we are confident of the persons competence

You asked:

Sakshee Kohli – I was registering for the news letter. Also, wanted to check out some tips on Training Process audit as per ISO standards

Well Sakshee, the requirement of the standard, under Training, Competence and Awareness
is referred to in the bullet points above, but in a nutshell this is what you should be thinking about implementing:

  • Keep a CV from each staff member you hire
  • Create a skills matrix of each skill and each employee (size / complexity may vary hugely)
  • Skills matrix to show what has been achieved, perhaps including to what degree, and what needs to be achieved to meet plans – we tend to use colour coding
  • Hold appraisals with staff to asses how they have done (against previous team or individual objectives) – this can again be very variable
  • From appraisals set new objective and plan for training which may be required to meet those objectives
  • Implement training plan and update the skills matrix as a live document

This can be cut down in a smaller company where a lot of this may well happen around the coffee machine

 

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