Benchmarking Training Workshop

Environment Management

3:56 AM Posted by IQMS Global


Environmental problems are becoming serious day by day because of the interacting effects of increasing population density, industrialization and urbanization, and poor environmental management practices. Environment Management is, thus the management of interaction by the modern human societies with, and impact upon the environment.

The continuing degradation of the natural environment poses one of the greatest challenges to modern societies. All human, but in particular all industrial, activities create a burden on the environment although paradoxically at the same time the revenues gained from these activities create the basis for our well-being. Major problems include global warming, loss of biodiversity, water and air pollution, releases of persistent organic pollutants and other toxic substances, and land degradation including coastal erosion.


Good environmental management brings many benefits:

• Consistent with our company values of being brave, imaginative and decent
• Improved environmental and reputational risk management
• Cost savings
• Meeting stakeholder expectations of what constitutes a well run, responsible
business
• Ensuring compliance with relevant environmental laws, regulations and codes
• Reflects our commitment as a signatory to the Global Compact principles on
labour standards, human rights, environmental responsibility and combating
corruption


ISO 14001:2004 specifies requirements for an Environmental Management System to enable an organization to develop and implement a policy and objectives which take into account legal requirements and other requirements to which the organization subscribes, and information about significant environmental aspects. It applies to those environmental aspects that the organization identifies as those which it can control and those which it can influence. It does not itself state specific environmental performance criteria.




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ISO For Food Safety

2:26 AM Posted by IQMS Global


Control of food safety is very critical because failures in food supply can cause human suffering, death, poor reputation, violations, poor nutrition, poor quality products and decreased profits. ISO 22000 series is a truly global option for ensuring food safety. The purpose of ISO 22000 is to provide a practical approach to ensure the reduction and elimination of food safety risks as a means to protect consumers. ISO 22000 follows a long tradition of preventive actions, identified and regulated by quality and food safety professionals. It requires an organization to include any applicable food safety related statutory & regulatory requirements into its food safety management system.


The organization generally requires to:

• Identify, evaluate, control hazards that reasonably expected to occur
• Communicate safety issue of products throughout the food chain
• Communicate food safety management system throughout the organization
• Evaluate periodically and update the system to reflect the organization’s activities and recent information on hazards


Organizations should consider adoption of ISO 22000 for three principle reasons:

• Benefits in the marketplace - Customers receive confidence through the demonstrated implementation and ongoing maintenance of the system. As organizations along the supply chain adopt ISO 22000 or become subject to customer controls along the food supply chain, the market achieves assurance that there are no weak links in the food chain.

• Benefits to the organization producing the food - The organization has confidence that it has done the right things to provide control over activities that affect food safety. The system is well-planned, monitored, audited (internally and externally), and measured, and feedback is provided in a timely manner to decision makers.

• ISO 22000 goes well beyond regulatory requirements - ISO 22000 includes--but goes beyond--existing HACCP programs. HACCP programs are excellent and work very well to prevent food safety problems, but they are not supported by an overarching systematic approach that includes many of the components extracted from ISO 9001.


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Changing Roles of Human Resource in Changing Environment

3:01 AM Posted by IQMS Global


Human Resource Management is undergoing a massive transformation. Employers are placing greater emphasis on business acumen and are automating and outsourcing many administrative functions, which will force many HR professionals to demonstrate new skills and compete for new, sometimes unfamiliar roles. As organizational trends and demands change, new ways of thinking and operating are needed, so to add value in the “new” organization HR professionals must play new roles and demonstrate broader competencies– Better models.


Evolving Trends and Impact in Human Resources Management:

• Linking HR strategy to business strategy
• Automating HR process
• Outsourcing HR activities
• Measuring the return on investment of HR programs


Shifting Paradigms

What’s Out What’s In

Job Analysis Competency Assessment
Personnel Management HR Management
Rulemaker Consultant
Functional Orientation Business Orientation
One Size Fits All Tailored Programs
Centralized Decisions Framework for Others to Decide
Mutual Distrust Partnering
Focus on Activities Focus on Impact


The role of the HR manager must parallel the needs of his or her changing organization. Successful organizations are becoming more adaptable, resilient, quick to change direction, and customer-centered.Within this environment, the HR professional, who is considered necessary by line managers, is a strategic partner, an employee sponsor or advocate and a change mentor. At the same time, especially the HR Generalist, still has responsibility for employee benefits administration, often payroll, and employee paperwork, especially in the absence of an HR Assistant.


"People are our greatest asset" is a mantra that companies have been chanting for years. Yet it is only recently that businesses have started putting HR systems in place that support this philosophy. As a result, the information that sits inside the HR department is being made available for effective use throughout the wider organization, helping companies align their workforces with long-term business objectives.



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Balance Score Card

4:48 AM Posted by IQMS Global


Balance Score Card (BSC) is a device used in strategic planning and management system. BSC is used extensively by businesses and industries to monitor organizational performance as against organization’s strategic goals. The first balanced scorecard was created by Art Schneiderman in 1987 which was popularised by Drs. Robert Kaplan (Harvard Business School) and David Norton. BSC is used as a performance measurement framework which adds strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced' view of organizational performance. Balance Score Card enables organizations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. When fully deployed, the Balance Score Card transforms strategic planning from an academic exercise into the nerve centre of an enterprise.


The organizational Balance Score Card encompasses the organizational mission, vision, core values, critical success factors, objectives, performance measures, targets and improvement actions. This corporate scorecard is communicated and translated into all business unit balanced scorecards, team balanced scorecards and the performance plans of individual employees and their personal balanced scorecards. In connection with this policy deployment, each employee is stimulated to contribute to the shared organizational strategy.


Balance Score Card views organizations with four perspective:

The Learning & Growth Perspective
The Business Process Perspective
The Customer Perspective
The Financial Perspective


Deploying Balance Score Card

Kaplan and Norton provide an outline of how to deploy the Balance Score Card. Basically, a core team is formed to develop the detailed plan and deploy it. To reduce cost and risk, it is usually wise to initially deploy pilot projects in a limited part of the organization. However, all deployment efforts should be initiated at the headquarters level. Strategic goals have to come from the top. Also, some strategic initiatives to reach these goals should be identified there. Some metrics should be standardized at the top level in order that measurements from different departments will be comparable for benchmarking. At the departmental or pilot project level, specific goals, initiatives, desired outcomes, metrics, targets, and annual milestones can be defined.


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