In Russia, it is customary to treat employees of regulatory bodies with respect and reverence, so employees of quality control departments risk feeling like real kings and losing self-criticism. This cannot be allowed.
Typical problems of many businesses:
Management is built on fines and intimidation. For some reason, managers expect a long-term and positive result from such a policy, forgetting that people cannot live in fear forever and at some point a conflict will break out in the team or turnover will begin.
The quality control department greece email list is considered the source of the ultimate truth. Maximum impartiality is the main requirement for the employees of this department, but we are all living people, and we are prone to prejudices and miscalculations. The company's management should remember that even controllers can make mistakes and should not blindly take their side in any situation.
There is no opportunity for appeal. Even if the supervised employees collect all the evidence in favor of their innocence and the bias of the controllers, they have no way to defend their point of view. Usually, such situations result in behind-the-scenes intrigues, rivalry between department heads.
The assessments are not substantiated, the staff is not instructed or trained on an ongoing basis, although inspections are conducted and checklists are filled out. When employees have questions, there is simply no one to ask them. The result is conflicts, resentment, and an attitude towards the quality control department as villains trying to deprive people of part of their salaries.
This leads to consequences such as:
Lack of motivation among performers. When people understand that fines are inevitable, there is no point in trying. Fear depresses the psyche and fetters initiative; workers strive only to avoid making mistakes and getting caught.
The quality control department is ineffective. The only thing it produces is new fines.
There is no development and growth, because there is no regular training. People continue to step on the same rake and get fines for them.
There are several working methods that enable the quality control department to establish effective cooperation with other departments and personnel.
Firstly, these are checklists. They not only reflect compliance with the rules, but also allow you to collect a lot of valuable metrics for subsequent analysis: standard errors, the circumstances of their occurrence, etc. It is necessary to sum up the results for each item in the checklist and develop recommendations for improving the work, and do this for each reporting period.
Secondly, it is feedback and professional development of employees:
It is not enough to simply convey the established standard to people; it is necessary to achieve its full understanding and, if necessary, to train people in the correct working methods.
Conducting trainings, seminars and other educational events.
Analysis of individual cases (calls, other communications).
These measures help employees grow professionally, avoid fines and maintain their qualifications at the proper level.
Thirdly, the quality control department must position itself correctly - both in relation to those under its control and in relation to senior management, in order to neutralize the negative effect of the “corona”, which was discussed above in relation to any control bodies. The role of the QC at the enterprise must be correctly defined.
The purpose of such departments is to help the final performer: to point out strengths and weaknesses in the work, to give directions for further development, to keep in good shape. This is much more constructive than intimidation.
The goal should be to achieve complete transparency without any secrets: staff should clearly understand who controls what and who can be contacted for clarification.
This will make the QC more humane and simplify his interaction with employees, reducing communication losses.
4 Mistakes When Creating a Quality Control Department
The minuses should be balanced by the pluses: for any demotivating measures - motivating bonuses. For example, bonuses for those who consistently show high results; competitions for calls among managers; choosing the best employee of the month, etc. This will give the staff additional motivation to develop and work more actively.