INTERNATIONAL STANDARD
Qualitymanagement-Guidancefor peopleengagement
Management de la qualite - Remandations pour l'engagementdu personnel
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① ISO 2020
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Contents
Page
Foreword. ivIntroduction. .V1 Scope. 12 Normativereferences. 13 Terms and definitions. 14 Context of the organization and quality culture. 4.1 Considerations 14.2 Possible action steps.. Link to ISO 9001 and other quality management standards and systems. 2 14.3 4.4 Potential benefits. 2 25 Leadership. 25.1 5.2 Link to ISO 9001 and other quality management standards and systems. Considerations 2 25.3 Potential benefits. Possible action steps.. 3Planning and strategy 5.46 6.1 Link to ISO 9001 and other quality management standards and systems. Considerations. 4 49 6.2 Potential action steps. 5 56.4 Potential benefits. 6Knowledge and awareness. 7.1 Considerations. 6 67.3 7.2 Link to ISO 9001 and other quality management standards and systems. Possible action steps 67.4 Potential benefits. 7 78 Competence 78.1 8.2 Considerations. Link to ISO 9001 and other quality management standards and systems. 8 78.3 8.4 Possible action steps.. Potential benefits. 8Improvement. 8 99.1 Considerations Link to ISO 9001 and other quality management standards and systems. 69.2 6 Possible action steps. 6 6Bibliography 9.4 Potential benefits. 610
Foreword
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This document was prepared by Technical Committee ISO/TC 176 Quality management and qualityassurance Submittee SC 3 Supporting technologies in collaboration with Technical CommitteeISO/TC 260 Human resource management.
This second edition cancels and replaces the first edition (ISO 10018:2012) which has been technically
- in accordance with the revised ISO quality management principles “people involvement" has beenchanged to “people engagement";-the different clauses have been linked to those in ISO 9001:2015;- a smaller section has been dedicated to petence as the majority of that text has been transferred
to the revised ISO 10015:2019.
plete listing of these bodies can be found at
Introduction
While the term “quality” is defined in ISO 9000:2015 many definitions of the term can be found. Mostddsand what it does is fit for purpose and not only stays that way but keeps improving. products services systems and processes to making sure the entire organization is fit and effective
encouraging people to engage with those arrangements within the context of their cultures traditional under certification to ISO 9001:2015 and other standards. A mon challenge is the difficulty inwork values perceptions and practices.
In a more general context people engagement is the emotional mitment that people have to theorganization and its goals. This emotional mitment means engaged people actually care about theirthis emotional mitment.
In the hiring of people an organization should consider both value alignment and skills.
Practical difficulties to achieve engagement include the following examples:
-quality has a reputation of being linked to pliance rather than a collective pursuit of excellence;- quality is seen as a technical discipline and not "the best way to get things done” of relevance to all;- language and tools can be used to make quality seem inaccessible to those not formally trained; - quality professionals often lack the “softer skills" necessary to change the paradigm.
This document provides guidance on how important changes can be made to the level of peopleengagement with quality within organizations of all types and sizes to the benefit of all interested parties.
The following concepts are addressed throughout Clauses 4 through 9:
a)considerations;b)link to ISO 9001 and other quality management standards and systems;
c)potential action steps;
d) potential benefits.
Although this document is intended to address these concepts in relation to quality management standards they can be applied to other management systems standards and disciplines.
