SUMMER TRAINING REPORT

RECRUITMENT PROCESS AND POLICIES IN ISO 9001 IN HUMAN

RESOURCE MANAGEMENT OF ISO 9001

Submitted in partial fulfillment for the award of degree Bachelor of Business

administration

SUBMITED TO: SUBMITED BY:

SARTHAK AWASTHI
ENROLLMENT NO.: 06351101716

AFFILIATED TO GGSIP UNIVERSITY, DWARKA SEC-14

(September 2018)

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CERTIFICATE FROM INDUSTRY

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 INDEX

Chapter Name Page no.

Declaration 05

Acknowledgement 06

1. INTRODUCTION
1.1 Organizational profile
1.2 Business of organization
1.3 Management process of organization
1.4 Critical assessment an evaluation of the organizational business,
strengths and weaknesses and future prospects of the organization.
1.5 PDCA Methodology
1.6 Merits of recruitment
1.7 Common recruitment metrics
1.8 ISO 9001 Policies

1.9 Recruitment process within organization

2. RESEARCH OBJECTIVES AND HYPOTHESIS

Objectives of training
Types of training report

3. RESEARCH METHODOLOGY
Research design
Collection of data

4. FINDINGS AND ANALYSIS

3.1 Organizational diagram
3.2 Job description
3.3 Relationship b/w organizational structure and job description

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 3.4 Online training
3.5 Internal auditing online training
3.6 Online employee training
3.7 conclusion
5. RECOMMENDATIONS AND SUGESSTIONS

6. LIMITATIONS OF STUDY

7. BIBLIOGRAPHY

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 DECLARATION

I, SARTHAK AWASTHI Univ. ID 36051101716 BBA Batch (2016-19) of DME

Management School, hereby declare that the Summer Training Report entitled
RECRUITMENT PROCESS AND POLICIES IN ISO 9001 IN HUMAN
RESOURCE MANAGEMENT OF ISO 9001
1. is an original work and the same has not been
submitted to any other University/Organization for the award

of any other degree.


2. A presentation of this Training Report was made on

5th SEPTEMBER 2018 and the suggestions as approved by the mentor & peers
have been duly incorporated.

Signature of the Candidate Presentation

In charge (Mentor)

Countersigned
Head, DME Management School

Presentation (Mentor)

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ACKNOWLEDGEMENT

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 1. INTRODUCTION

I. ORGANIZATIONAL PROFILE

ISO 9001 certification is a globally perceived standard for Quality Management System-
QMS. The procedure of confirmation requires senior administration cooperation, strong
procedures and checking, and staff duty. The extended affirmation now implies that post
concedes exercises, for example, distribution, enlist and post allow expense taking care of is
guaranteed to an indistinguishable guideline from the hunt, examination, and restriction phases
of the patent procedure.

ISO 9001 Certification Standard is an approve quality administration framework (QMS) for
associations who need to demonstrate their capacity by giving administrations and items
reliably that address the issues of their clients and other significant partners.

II. BUSINESS OF ORGANIZATION

How does ISO 9001 Certification Quality Management System work?

ISO 9001 Certification QMS is set up as a gathering of guidelines that help an organization
build up, keep up, and better a quality administration framework. It is critical to stress that ISO
9001 is not an arrangement of prerequisites, and that associations have capacity by the way
they execute their quality administration framework. This freedom permits the ISO 9001
standard to be utilized as a part of an incomprehensible scope of associations, and in
organizations large and small.

One critical part of ISO 9001 QMS Standard is its procedure arranged approach. Rather than
taking a gander at an organization’s specialties and individual operations, ISO 9001
Certification Standard requires that an organization take a look at “the big picture”. How do

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forms consolidate? Can they be incorporated with each other? What are the fundamental parts
of items and administrations?

When this procedure arranged approach is executed, different reviews should be possible as a
check of the adequacy of your Quality Management System (QMS). There are principle
three sorts of reviews — first, second, and outsider reviews. An inward review is a first
gathering review. ISO 9001 Standard energizes this kind of review so that an association can
get criticism straightforwardly from the individuals who comprehend the organization best. Be
that as it may, this review system can’t be seen as unbiased. Hence, second gathering reviews
take into account a customer to break down the execution on an association. As a contrasting
option to a second gathering review, many organizations need to end up distinctly confirmed
with ISO 9001 through a Third gathering review. For this situation, an accreditation body
comes into an association and passes judgment on it regarding the ISO 9001 rules. In the event
that an association satisfies the necessities of the standard, it gets to be approve in ISO 9001
and conveys a seal of value perceived all through the world.

III. MANAGEMENT PROCESS ADOPTED BY ISO 9001

ISO 9001 Standard and Quality Procedures

ISO 9001:2008 is an international standard that defines the requirements for a quality
management system, the system by which your company can ensure that all of your processes
are controlled and repeatable to ensure the quality of your products and services.

Your processes are normally controlled through the presence of and the audit of written
quality ISO9001 procedures which define what has to be done. ISO 9001:2008 defines best
practice for each process within your organization to ensure control, however it only defines
6 mandatory procedures that you must have;

6 Mandatory procedures for ISO9001:2008

1. Control of Documents (4.2.3)

2. Control of Records (4.2.4)

3. Internal Audits (8.2.2)

4. Control of Non-Conforming Products (8.3)

5. Corrective Action (8.5.2)

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6. Preventive Action (8.5.3)

ISO 9001 Procedure Flowchart

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10
 IV. CRITICAL ASSESSMENT AND EVALUATION OF THE
ORGANIZATIONAL BUSINESS, STRENGTHS AND
WEAKNESSES AND FUTURE PROSPECTS OF THE
ORGANIZATION.

ISO (the International Organization for Standardization) is a worldwide federation of national

standards bodies (ISO member bodies). Quality system was introduced by ISO on 15, March
1987. ISO is compatible with proprietary approaches to quality management such as those
recommended by Deming, Juran, Crosby, and non- proprietary approaches such as TQM,
Lean Six Sigma, FMEA, COQ, and other continuous improvement techniques (PMI, 2008).
Successful implementation of QMS is to take it as a strategic decision for the organization.
The purpose of quality management system can be namely such as reducing possible errors
all phases of projects by proper control, finding faults/errors soon, measuring to avoid
repeated mistakes, and determining and initiating corrective action/preventive measures
(Aized, 2012). According to the latest survey of ISO (2014), 1,609,294 ISO certificates were
issued, and the majority of them were belonged to QMS standard or 1,138,155 ISO 9001
certificates issued that met the requirements of QMS under external audit of third-party or

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Certification Body (UNIDO, 2012). Approximately, 1600 ISO 9001 certificates issued for
different industries in the Philippines by 2014.
ISO (technical committee ISO/TC 176) has been published five editions for ISO 9000
certification. The ISO 9000:1987 was included three standards for quality assurance: ISO
9001, ISO 9002, and ISO 9003 for being a model for quality assurance in only final
inspection and testing. The first version of QMS standard or ISO 9000:1994 emphasized on
quality assurance via preventive actions added. ISO 9001:2000 was integrated ISO 9001,
9002 and 9003 into one standard or ISO 9001 and making new standard, its main aim was to
shift from “quality assurance” to “quality management” (UNIDO, 2012). Accordingly, it
made a radical change in thinking based on process approach, structure (8 clauses), and
customer satisfaction. The third version was published in Nov. 2008 with minimal changes
made from the 2000 version but greater emphasis on customer focus and satisfaction (ISO,
2010). The main purpose of ISO 9001:2008 is to clarify existing requirements and to improve
consistency of approach with other management standards like EMSs. Recently, ISO

9001:2015 (5th ed.) was published in September, 2015. The latest edition is generated a
radical change in thinking based on the identification of risk and risk control, structure with
10 clauses. Furthermore, this version can be integrated much better with other management
standards (ISO, 2015d). The ISO 9000 family for QMS is included (ISO, 2010):

 ISO 9000- Quality management systems — Fundamentals and vocabulary

 ISO 9001- Quality management systems — Requirements
 ISO 9004- Managing for the sustained success of an organization — A quality
management approach, and
 ISO 19011- Guidance for internal and external audits of quality management systems.

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Table 1: The interpretation of PDCA methodology in ISO 9001:2008 & 2015

Version ISO 9001:2008 (ISO, ISO 9001:2015 (ISO, 2015d)

2012)

PLAN Establish the objectives

and processes necessary
to deliver results in Set the objectives of the system and
accordance with customer processes to deliver results (“What to
requirements and the
organization's policies.

DO Implement the processes. Implement and control what was

planned.

CHECK Monitor and measure Monitor and measure processes and

processes and product results against policies, objectives and
against policies, requirements and report results.
objectives and
requirements for the
product and report the
results.

ACT Take actions to Take actions to improve processes

continually improve performance.
process performance.

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 Metrics for Recruitment Process

According to ISO 9001 all activities within the QMS of any organization needs to be
managed by applying the “Process Approach”. Simply put Process Approach means defining
appropriate metrics for measuring the effectiveness of activities and improving it on a
continuous basis by analyzing the data thus making it more and more efficient.

The recruitment department of an organization is tasked with recruiting the primary asset of
the company – its workforce. It follows that for the recruitment department to be efficient and
effective, it should put in place proper performance metrics. Having a cost- and time-
effective recruitment and selection process in place can benefit an organization in several
ways – in terms of employee engagement, sustained job performance, employee retention and
low turnover among others.

While few firms would dispute the importance of recruitment metrics, not all companies have
well defined metrics or measurement processes actually in place.

First step therefore is to clearly define the metrics for the recruitment process. The metrics
determined should not only provide the current operations status, but also help the
organization in making future predictions. This becomes more imperative in human capital
intensive businesses where the organization revenue is dependent upon the fulfillment of the
positions.

Further recruiting metrics should be aligned with business needs and objectives. The metrics
then are optimized over time to increase efficiency. Metrics enable fact-based decision
making by collecting, collating and analyzing data.

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 The common recruitment metrics are:

1. Position Fulfillment Capability: What this number indicates is the number of open
positions for which candidates – both internal and external candidates - were hired against
the open positions during a financial year. It includes also those who may have accepted
the position in the current financial year, but would be joining in the following year.

This metric helps determine the organization’s capability to fulfill the open positions.

2. Cost-per-Hire: How much is being spent to get a new employee on board? Which
types of positions cost more to fill? In which specific areas in the recruitment process can
you cut costs? This metric can help answer these questions. Cost-per-hire represents the
costs associated with recruiting new hires, and these can be categorized under four heads:
Sourcing, Screening, Interviewing, and Hiring.

3. Sourcing: Costs incurred on job advertising, online job posting boards, agency fees
(if any outside recruitment agency is hired), and employee referral fee.

4. Screening: Costs associated with time spent by recruiters to screen through resumes
received per job and the number of preliminary phone interviews conducted.

5. Interview: Time spent in scheduling interviews, the number of interviews conducted,

the time spent in the actual interviews, the average cost of the interviewers’ time, etc.

6. Hiring: Time spent on follow-ups with selected candidates, cost of background

checks, signing bonus paid, and so on.

All of these expenses may not be incurred for every new hire. Therefore, it’s important to
determine which recruitment costs to track and then track them consistently for all hires. One
very important point to note while calculating this metric is to include above cost even for
reneged candidates. Even though the candidate did not join but all the recruitment effort was
made in getting the candidate on board.

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 However, it would be unfair, even wrong, to evaluate recruiters’ performance from
this metric alone because it does not account for quality of hire. And the quality of
hire is one metric that matters a lot.
 Time-to-Fill: Time-to-fill metric is a fair indicator for hiring efficiency. It represents
the number of days from when the job requisition was opened until the offer was
accepted by the candidate. It is a popular metric because of the loss of revenue
associated with positions that remain unfilled.

Again it would be totally off the mark to use Time-to-fill as the sole metric to
evaluate the performance of recruiters. And that is because a variety of factors could
come into play to delay the hiring of a new employee: hiring managers may well be
taking their own sweet time to interview and make decisions thereby pushing up the
time-to-fill metric, the pay and benefits package offered may not be competitive
enough to attract candidates as readily as that of firms who offer “juicier” packages,
there may be conditions in the employment market that the recruiter has no control
over, and so on.

Also, the emphasis in this metric is on ‘speed’ of hiring and not quality of hiring. If
time-to-fill is set as the only consideration to evaluate recruiters’ performance,
recruiters may focus only on ‘easily gettable’ candidates – the low hanging fruits as it
were – in order to fill positions faster without paying any consideration to the quality
of hire. So, when it comes to evaluating recruiter performance it is advisable to track
new-hire quality along with time-to-hire and cost-per-hire.

 Recruitment Ratios: These ratios are the ones that help in determining the quality of
hire. Some of the recruitment ratios that are to be tracked are Interview Vs Submittals,
cleared vs Interviewed, offered vs Cleared, and Offered Vs Interviewed. Tracking
these ratios per recruiter will help determine which recruiter is able to provide the
quality hire.

Based on these ratio metrics, we can also build prediction models for fulfillment of
future positions such as how many submittals are required per position or how many

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 interviews are to be conducted to clear how many candidates, etc.

The quality of hires can further be evaluated by conducting fixed interval surveys
with the hiring manager regarding the performance of the employee hired against the
job description based on which the employee was hired.
 Annual Turnover Rate: Employee turnover refers to the rate at which employees
leave jobs in a company and are replaced by new hires.

Simply put, it is the ratio of the number of employees that leave a company over a
period of time compared with the average number of total employees over the same
period. Obviously, the more loyal employees are the lower will be turnover rate.

Turnover can be on account of a variety of reasons but what is critical in today’s

context is the rate of voluntary separations. One need to track that for sure. In fact,
many times the cost of hiring and training a new hire could be more than the cost of
retaining the separating employee by offering them the salary desired by them.

To restate the point, something which is not measured cannot be controlled. Since
quantitative metrics are easier to observe, track, calculate and analyze, companies
would do well to make a beginning with them.

ISO 9001 POLICIES

ISO 9000 or “quality management principles” are a set of fundamental beliefs, norms, rules
and values that are accepted as true and can be used as a basis for quality management (ISO,
2015c). It is a framework to guide their organizations towards improved performance. ISO
9000:2005 has eight quality management principles. Recently, new version of quality
management principles was published as ISO 9000:2015 that has seven principles only such
as (ISO2015c):
1. Customer focus:
A demonstrable commitment to continually meeting and exceeding customer expectations.
2. Leadership:

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An established unity of purpose and direction and conditions in which people are engaged to
exceed the organization’s quality objectives.

3. Engagement of people:
Competent, capable, empowered, and engaged people at all levels dedicated to creating and
delivering value.
4. A process approach:
A systematic plan to manage interrelated processes that function as a coherent system.
5. Improvement:
Continuous improvement is built into the culture and organizational ecosystem.
6. Evidence-based decision making:
Plans are made based on analysis of data and information.
7. Relationship management:
Organizations have a systematic approach to managing relationships with all interested
parties, including customers, distribution partners, employees, vendors, owners, communities,
etc.

0.1 General
Recruitment is a major part of human resource management, including the necessary
activities an organization undertakes to attract, source, assess and employ people. The
activities that comprise recruitment also overlap, to some degree, with those that comprise
staffing, but the prime focus of this document is on recruitment.
The impact of recruitment on organizational performance was noted in a survey conducted of
4 288 executives from 102 countries by the World Federation of People Management
Association (WFPMA), which showed that organizations ranked in the top 20 % in terms of
ability to deliver on recruiting experienced up to 3,5 times the revenue growth and as much as
twice the average profit margin of other organizations.
This document aims to help organizations focus and deliver on recruitment performance
objectives by providing guidance on effective processes and procedures necessary for the
recruitment of people.
0.2 Relationship with human resource management in the context of the organization

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The recruitment process begins when a requisition is approved. Recruitment is designed to
attract, source, assess and employ people to carry out an organization’s
activities. Figure 1 illustrates the overall recruitment process.

Figure 1 — Recruitment process within organizations

Figure 1 highlights the fundamental role of the employer brand, recruitment work and the
four critical elements (attract, source, assess and employ people) that influence the quality
and quantity of people available to the organization. This in turn affects human resource
management outcomes, ultimately affecting the organization’s performance.

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0.3 Using this document
This document provides guidance to those people responsible for
recruiting. Clause 4 describes both processes and procedures, as well as the relevant criteria
one can use to attract, source, assess and employ people in the
organization. Clause 5 provides guidelines for measurement, analysis and improvement for
assessing the efficiency, effectiveness and impact of the recruiting process.

NOTE in some countries, permission is required when using or retaining personal data from
applicants/candidates.

1 Scope

This document provides guidance on how to attract, source, assess and recruit people. It
focuses on key processes and practices, including:

 — recruitment policy development;

 — the flow from the sourcing of potential applicants to the boarding of new recruits;
 — evaluation and measurement.

This document can be used by any organization regardless of type or size.

NOTE: In larger organizations, the recruitment function is typically carried out by human
resource professionals or recruitment experts. In smaller organizations, recruitment can be
performed by people without formal human resource training or experience. This document
can be used by anyone performing this function, as well as human resource educators and
consultants who determine, analyze and report on recruitment.

2 Normative references

There are no normative references in this document.

3 Terms and definitions

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For the purposes of this document, the terms and definitions given in ISO 30400 and the
following apply.
ISO and IEC maintain terminological databases for use in standardization at the following
addresses:

 — ISO Online browsing platform: available at http://www.iso.org/obp

 — IEC Electropedia: available at http://www.electropedia.org/

3.1
applicant
person who is interested in and who has applied for a job
3.2
applicant pool
people who have formally applied for a specific job
3.3
assess (verb)
ascertain work-related knowledge, skills, abilities or other characteristics of an individual or
group of individuals
3.4
assessment
systematic method and procedure for ascertaining work-related knowledge, skills, abilities or
other characteristics of people or a group of people, or the performance of people or a group
of people
EXAMPLE:
Tests, assessment centers, instruments or tools used to assess (3.3) people in workplace
contexts.
3.5
attract (verb)
generate and induce interest of the potential targeted applicants (3.1)
3.6
boarding
activities following pre-boarding (3.13), which typically occur on the first day of work
Note 1 to entry: The recruitment (3.14) process ends when the candidate (3.7) reports for
work and the requisition (3.15) is closed. The candidate becomes an employee on the first

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day he/she reports for work. On-boarding commences after the candidate reports to work, and
is considered a separate process.
3.7
candidate
applicant (3.1) who is interested in and qualified for a job, and who is of interest to the
organization
3.8
employ (verb)
engage the services of a person, or put a person to work
3.09
employer brand
organization’s reputation and differentiating characteristics as an employer within and
outside the organization
3.10
job description
list of specific or general tasks, or functions, and goals or responsibilities of a position, as
well as organizational conditions under which those tasks and functions are to be performed
Note 1 to entry: A job description can include the organizational structure.
3.11
person specification
job specification
knowledge, skills, abilities and other characteristics needed by a person to perform the job
3.12
potential talent pool
people who have, or who can develop, the knowledge, skills, abilities or other characteristics
to perform a specific function for the organization, regardless of whether they would ever
apply to work for the organization
Note 1 to entry: Members of the potential talent pool can move to the talent pool (3.20) if
they develop the knowledge, skills, abilities or other characteristics that they do not currently
possess.

3.13
pre-boarding

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activities necessary to move a candidate (3.7) from accepting an offer to the first day of
employment
3.14
recruitment
process
of sourcing (3.16), attracting (3.5), assessing (3.3) and employing (3.8)talent (3.18) for an
existing or new position within the organization
3.15
requisition
request to recruit people
3.16
source (verb)
identify a pool of potential applicants (3.1)
3.17
succession plan
process for identifying and developing current employees with the potential to fill key
positions in the organization
3.18
talent
person who has or can develop the knowledge, skills, abilities or other characteristics to
perform a function, job or role, as required
3.19
talent mapping
diagramming the skills, knowledge, abilities of individuals or teams in relevant positions in
other organizations
3.20
talent pool
identified group of people who possess the knowledge, skills, abilities and other
characteristics for a specific job
Note 1 to entry: Members of the potential talent pool (3.12) can move to the talent pool if
they develop the knowledge, skills, abilities or other characteristics that they do not currently
possess.

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 2. RESEARCH OBJECTIVES AND HYPOTHESIS

OBJECTIVES OF TRAINING

1. To find out structure of ISO 9001

2. To find out relationship of job description and recruitment in ISO 9001
3. To find out new method of training provided by ISO 9001.

TYPES OF TRAINING REPORT

The training report may be of the following types:

i) Comprehensive case study (covering single organization, multifunctional
area, problem formulation, analysis and recommendations).

ii) Inter-organizational study aimed at inter-organizational comparison or

validation of theory/survey of management practices
iii) Field Study (empirical study).

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 3. RESEARCH METHODOLOGY

 RESEARCH DESIGN:
COMPREHENSIVE CASE STUDY :
Comprehensive study is the case study of the data about the organization (ISO 9001)
which already exists, also known as secondary data.
Case study about ISO 9001, the data which already exists tells about
 Scope of QMS
 What does ISO 9001 Standard: 2015 states
 Impact of QMS in ISO 9001

SCOPE OF QUALITY MANAGEMENT SYSTEM

Determining the scope of the Quality Management System (QMS) has been a part of the ISO
9001 requirements for a long time. This scope is a vital part of the quality manual, as it
defines how far the QMS extends within the company’s operations, and details any exclusion
from the ISO 9001 requirements and the justification for these. It is through the scope that
you define what your Quality Management System covers within your organization.
With the release of the new update to the ISO 9001 requirements, ISO 9001:2015, there is
some additional clarification on defining the scope of the QMS. These clarifications will help
to standardize how companies define the scope of their QMS, even if they choose not to have
a quality manual, which is no longer a stated requirement in the standard.

WHAT DOES THE ISO 9001:2015 STANDARD STATE?

Section 4.3 of the standard details the requirements for determining the scope of the Quality
Management System. In a note about the QMS, it is stated that the QMS can include the
whole organization, specifically identified functions of the organization, specifically
identified sections of the organization, or one or more functions across a group of
organizations. To start, there are three considerations to be included when determining the
scope:

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1. External and internal issues that are relevant to the purpose of the organization, the
strategic direction, and the ability to achieve intended results

2. Requirements of relevant interested parties

3. The product and service of the organization

In addition, the scope is to include any requirements of the ISO 9001 standard that can be
applied, and if a requirement is determined to not apply, the organization will not use this as a
reason for not ensuring conformity of product and service. The scope is to state the products
and services covered by the QMS, and justification for any instances where the ISO 9001
standard cannot be applied.

IMPACT OF QMS IN ISO 9001

The mechanism of QMS is simple and efficient to improve project performance, it is included
ISO 9001 requirements, and its framework (Process approach and PDCA methodology),
which is based on quality management principles (ISO 9000) throughout ISO 9004 guidance
to achieve successfully the aims of the organizations, and ISO 19011 audits for ensuring to
enforce ISO 9001 requirements accurately. QMS is the part of every project management
processes from the moment the project initiates to the final steps in the project closure phase.
These processes can improve the performance of project continuously by PDCA
methodology.

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  COLLECTION OF DATA:

Data Collection is a process by which the researcher collects the information from all the
relevant sources to find answers to the research problem, test the hypothesis and evaluate the
outcomes.

While collecting the data, the researcher must identify the type of data to be collected, source
of data, and the method to be used to collect the data. Also, the answers to the questions that
who, when and where the data is to be collected should be well addressed by the researcher.

The choice of data collection methods depends on the research problem under study, the
research design and the information gathered about the variable. Broadly, the data collection
methods can be classified into two categories:

 Primary Data Collection Methods: The primary data are the first-hand data,
collected by the researcher for the first time and is original in nature. The researcher
collects the fresh data when the research problem is unique, and no related research
work is done by any other person. The results of the research are more accurate when
the data is collected directly by the researcher but however it is costly and time-
consuming.

 Secondary Data Collection Methods: When the data is collected by someone else
for his research work and has already passed through the statistical analysis is called
the secondary data. Thus, the secondary data is the second-hand data which is readily
available from the other sources. One of the advantages of using the secondary data is
that it is less expensive and at the same time easily available, but however the
authenticity of the findings can be questioned.

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 Comprehensive case study with reference to data collected :

 The data sources were categorized to primary sources, and secondary sources.
Primary sources provide original data for this research.
 Primary source was from observation Participants in the study were managers in
different levels, areas, and specialists within the construction companies
 The secondary sources were from journals, books, articles, internet and journals
published, to identify data about the research topic, and likewise to conduct study for
further details in the research.

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 4. FINDINGS AND ANALYSIS

SO 9001 Organizational structure and the job description requirements –

The inevitable relation

ISO 9001 – The organizational Diagram

The Organizational structure is the definition of hierarchy as well as the flowing of

information in the organization. The structure defines who is subjected (hierarchal) to whom
and who is supposed to report to whom. Defining the structure is one of the first steps in
documenting your quality system. Thus, the structure must relate itself to the processes of the
product realization. It is necessary for you to understand the working flow chart in the
organization in order to describe the structure correctly. Then it would be much easier for you
to carry out the required documentation by the ISO 9001:2015 standard. I drew here a general
example of how organizational structure supposes to look (more or less):

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 ISO 9001 Standard quality management system organizational structure
After describing and documenting the organizational structure we are going one step deeper
and deriving the job descriptions.

ISO 9001 – The Job Description

Any person in the organization, who is related to the realization of the product, must have a
job description (J.D.). Everybody is doing something related to the product. Whether if it is a
production worker or the CEO. A job description specifies the daily tasks and objective of a
role. The job description organizes the list of responsibilities and authorities for each role and
instructs us of what its responsibility.

For example, duties and tasks of a store man is or service agent.

Important notice: the ISO 9001:2015 standard does not require documentation of the job
description But it is believed that this documentation is necessary in order to validate the job
description on later stages when implementing the ISO 9001 with your QMS.
A documented J.D. should include:

1. The title of the role or function. The actual name of the role. It is important to identify every
role: Operational Manager, Administrative Secretary, purchase manger etc.
2. Subjection. To which other role higher in the hierarchy, the function is subjected to. To
whom must it report at the end of the day?
3. Specifications of responsibilities. The activities and tasks that combine the function’s
working day. What must he does every day: typing information to the computer, answering
telephone calls, fixing malfunctions, surfing the internet etc.
4. Specifications of authorities. The authorities are point along the processes where the function
is authorized to make a decision: submitting price quotations, approving payments, approving
credits etc.
5. External qualification. The external qualifications required for the job: engineer, electronic
technician, certified fireman, certified pilot etc.
6. Internal qualification. The internal qualifications initiated by the organization required for
the job: working procedure training, ERP system training, IT procedures, lunch break hours,
organizational tour, leisure activities etc. The ISO 9001 standard handles this subject with
much care under the requirements of chapter 6 –Management of Resources.

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 How does the Job Description relate to the organizational Structure

The answer is simple. In principle every role documented on the organizational structure is
related to the realization of the product and thus must have a job description It is important to
remember that all job description must correspond with the list of working procedures.

Every working procedure must be carried out and the outputs must be reported at the end of
the day somehow by someone to someone.

It is recommend to start recruitment process from the bottom to the top.

Here is an example for a documented job description for a sales man:

Title – Sales Man

Subjected to – Marketing Manager

External qualifications required –

 Academic degree in marketing

 Appropriate courses in sales
 Appropriate courses and qualifications in the field of the product

Internal qualifications required –

 Introduction Training about the basic working procedures

 A scheduled tour in the organization and its different departments
 A special training about finance procedures (in order for him to know how to fill the forms so
that the finance department won’t send it back to him…)
Specifications of responsibilities –

 Present the marketing manager with his unanswered price quotations

 Present the marketing manager with a list of potential customers
 Reviewing list of Sales leads

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 Preparing and Performing meetings
 Making coffee for the marketing manager

Specifications of authorities (when and where he can make a decision) –

 Deliver price quotations

 Selecting sales regions
 Selecting color for his car

A documented job description can also be of assistance when recruiting a new employee but I
will stop here because this is supposed to be a completely different science (HR). Of course
the most typical and traditional way to document all this is on a designated form. It doesn’t
must be a paper. It may appear on any digital media as well. Today there is a variety of
human resource management software. Naturally these systems apply all the specifications
mentioned before but it is recommended to review and evaluate each one of them. Usually
these systems also provide with the training specifications of the ISO 9001:2015 standard but
this is a different session.

ISO PROVIDES ONLINE TRAINING

Online training is providing many organizations with the opportunity to train their employees
effectively & efficiently. The 9000 Store offers several courses offering the following
benefits:
 Convenient – learn at your own pace, quickly or take your time. You’re always in
control of learning where & when you want with unlimited access 24/7. It allows each
and every student to work through the training at suitable times in its work schedule.

 Affordable – Companies can save over 50% due to elimination of travel expenses.
Computer based ISO 9001 training reduces the amount of time workers need to be away
from their scheduled work.

 Immediate – Because training can be delivered via the Internet, e-Learning allows
people to begin their training now, with just a few mouse clicks.

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  Proven and Certified – Our training provides awareness & understanding of how to
implement a new quality management system.
a) Some of our courses earn Continuing Education Units (CEU’s) for successfully
completing online learning.
b) If the student completes a course with 70% or better, then the certificate of
completion button appears on the final page, so the student can print a professional
certificate of completion.
 Easy to Use – you only need an internet browser from a PC, Mac, or any browser.
 Interactive – It is an interactive training with presentation slides, audio and quizzes
which will educate the employees on the quality standard, what it is and what it
requires. This will increase efficiency, productivity, and profitability in the organization

ISO 9001:2015 Internal Auditor Online Training

Train your internal auditors! New auditors are trained on the principles of auditing and
requirements for an internal audit program including setting up an audit program and
schedule, developing audit checklists and plans, and conducting an audit through
interviewing personnel and evaluating documents and records. The training includes an
interactive internal audit of the fictional company.

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 Requirements of ISO 9001:2015 Online Training

Train ISO 9001 Implementation Team. This 2-3 hour e-learning course will teach yhow to
implement ISO 9001 in the organization by learning about ISO 9001:2015: what it is, what it
requires, and the steps to implementation. The participants will be able to work at their own
pace, complete and print exercises, and will be required to pass quizzes throughout the
training. Upon successful completion of the quizzes, the student will be able to print a
Training Certificate.

ISO 9001:2015 Online Employee Training with Spanish Option

The course is intended for ALL of the employees in an organization so they understand the
importance of ISO 9001:2015 and their role in meeting the requirements.
 Custom with Spanish Option
 Terms & Options
 ISO 9001 Employee Training Video (EXE) with Spanish Option

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 CONCLUSION

It seems the company is not biased towards any status of the person at the time of
employment. Students, unemployed and already employed are equally preferred. Status of the
person is not the criteria for selection.
A major portion of employees have opted the company for better salary, the next preference
is given to challenging job and better working conditions which the company is providing.
The Company mainly uses three sources of recruitment. They are employee referrals,
consultants and campus recruitment in that order, online portals, etc.
Factors like qualification, merit and work experience are considered at the time of selection.
In case of fresh candidates, where work experience is not applicable as a criterion, merit is
considered. Comprehensive, simple and unbiased are the opinions expressed by the
respondents over the selection process in the company.
Quality management principles here are a set of fundamental beliefs, norms, rules and values
that are accepted as true and can be used as a basis for quality management. It is a framework
to guide their organizations towards improved performance.
ISO 9000:2005 has eight quality management principles. Recently, new version of quality
management principles was published as ISO 9000:2015 that has seven principles only such
as (ISO2015c):
1. Customer Focus
2. Leadership
3. Involvement of people
4. Process Approach
5. Systems Approach to Management
6. Continual Improvement
7. Factual Approach to Decision Making.

Organizational structure is a company's skeleton. It defines the roles and departments that
make up a company's functioning and shows how everything fits together into a whole. When
everyone in an organization understands their company's structure, they are better able to
work together, perform their roles and feel secure in the scope and limits of their jobs.
Businesses with a belief in the advantages of organization structure usually make
organizational charts available to their people so that everyone has a clear picture.

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 Organizational structure is a way of grouping and organizing an entity's functions to make
sure they all get done efficiently and well.

ISO 9001 Organizational Structure – Summary

 The organizational structure is a key point of documenting the quality management system
and specifies what the functions in the organization are.
 From the organizational structure you derive the job descriptions. Each function must have a
job description. It is highly recommended to document each description.
 The documentation should include six categories: Title, Subjection, External qualifications
required, internal qualifications required, List of responsibilities and list of authorities.
 There are a few ways to document it all: Forms (paper or magnetic) or Software.
Online training is providing many organizations with the opportunity to train their employees
effectively & efficiently.
Online training is :
 Convenient
 Affordable
 Immediate
 Proven and Certified
 Easy to Use
 Interactive

ISO 9001:2015 provides Internal Auditor Online Training, Requirements of ISO 9001:2015
Online TrainingISO as well as 9001:2015 Online Employee Training with Spanish Option in
theisostore.com .

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 5. SUGGESTIONS AND RECOMMENDATIONS

 Support of Top Management:

HRM should have the support of top level management. The change in attitude at the top
can bring good results while implementing HRM. Owing to passive attitude at the top,
this work is handled by personnel management people. Unless there is a change in
approach and attitude of top management nothing remarkable will happen.

 Proper Actualization:
HRM should be implemented by assessing the training and development requirements of
employees. The aspirations and needs of people should be taken into account while
making human resource policies. HRM is actuated half-heartedly. The organising of some
training programmes is considered as the implementation of HRM. With this,
management’s productivity and profitability approach remains undisturbed in many
organizations.

 Development Programmes:
HRM needs implementation of programmes such as career planning, on the job training,
development programmes, MBO, counselling etc. There is a need to create an atmosphere
of learning in the organisation. In reality HRM programmes are confined to class room
lectures and expected results are not coming out of this approach.

 Information:
Some enterprises do not have requisite information about their employees. In the absence
of adequate information and data base, this system cannot be properly implemented. So
there is a need to collect, store and retrieval of information before implementing human
resource management.

In many organisations, even the professionals misunderstand HRM as synonymous with

HRD. Some class room training programs are generally arranged, which are called HRD
programs. These programs are understood as human resources management. Such casual
class room programs are not the actual HRM programs. Even a well planned and executed
HRD program is not HRM. HRD is only a part of HRM which is an integrated approach to
management.

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 6. LIMITATIONS OF RESEARCH

1. All the data was collected through secondary means of data collection ie; the data already

existed in the market. Secondary is general, vague, unreliable and inaccurate to reach to a

specific conclusion or result.

2. The project cannot be used for further reference and use in future as the information

would get out of date and old.

3. Less availability of time and money for the research work.

4. Lack of Scientific training in the methodology of researcher.

5. Difficulty of timely and adequate secretarial assistance.

6. Difficulty of timely published data.

7. Less expertise or skills in the researcher.

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 BIBLIOGRAPHY

Free ISO 9001 Training Courses - 9000 Store

https://the9000store.com/iso-9001-2015-training-classes/free-iso-9001-training/

ISO 9001:2015 Organizational Structure and the Job Description ...

9001quality.com/iso-9001-organizational-structure-job-description-requirements/

ISO 30405:2016(en) Human resource management — Guidelines on recruitment

https://www.iso.org/obp/ui/#iso:std:iso:30405:ed-1:v1:en

Thilakarathne, P. and Chithrangani, S. (2014). A study on analysis of managerial attitudes

towards ISO 9001: 2008 quality management system introduction and implementation
process in Sri Lanka. International Journal of Economics, Finance and Management
Sciences, 2014; 2(2), pp. 123-131, doi: 10.11648/j.ijefm.20140202.12.

ISO (2008). ISO 9000 Introduction and Support Package: Guidance on the Concept and Use
of the Process Approach for management systems. Retrieved from
http://www.iso.org/iso/04_concept_and_use_of_the_process_approach_for_management_sys
tems.pdf (Accessed in 2014, August 19).

ISO (2015e). ISO 9001: Reaping the benefits of ISO 9001. ISO, Geneva, Switzerland. (ISBN
978-92-67-10641-0).

ISO, Geneva, Switzerland. (ISBN 978-92-67-10650-2). ISO (2015d). THE PROCESS

APPROACH IN ISO 9001:2015. ISO, Geneva, Switzerland.

ISO 9001: Debunking the myths. ISO, Geneva, Switzerland. (ISBN 978-92-67-10639-7).

ISO 30405:2016(en), Human resource management — Guidelines on ...

https://www.iso.org/obp/ui/#iso:std:iso:30405:en

All About ISO 9001: # 005 Metrics for Recruitment Process

raghavendraniso.blogspot.com/2012/05/005-recruitment-process.html

ISO9001: What are the basic requirements and structure - Advisera.com

https://advisera.com/9001academy/.../iso-9001-requirements-and-structure/

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