Increasingly CEOs, boards and other executives are asking human resources leaders to help achieve corporate goals by addressing a number of talent management challenges. Within the manufacturing sector, many organizations have implemented programs such as the ISO 9001 quality management system in an effort to drive profitability and competitiveness.
ISO standards require organizations to be able to identify skill sets and competencies for each job in order to maintain certification.
According to ISO 9001 expert, Lorri Hunt[i], “Meeting these requirements can be complex for organizations as HR is often disconnected from the quality management process, and likely has a number of siloed systems in place, such as Learning Management Systems, which simply track information on employee’s training. To fully comply with 2008 Clause 6.2.2, organizations need to ensure that HR has the integrated systems and tools in place to evaluate employee performance and competencies on an ongoing basis.”
Without a solid talent management strategy, it can be difficult for HR teams to map required competencies for each position, and to link skill gaps with required training.
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