GB/T 19028-2023 PDF English
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GB/T 19028-2023: PDF in English (GBT 19028-2023) GB/T 19028-2023
GB
NATIONAL STANDARD OF THE
PEOPLE’S REPUBLIC OF CHINA
ICS 03.120.10
CCS A 00
GB/T 19028-2023 / ISO 10018:2020
Replacing GB/T 19028-2018
Quality management - Guidance for people engagement
(ISO 10018:2020, IDT)
ISSUED ON: MARCH 17, 2023
IMPLEMENTED ON: MARCH 17, 2023
Issued by: State Administration for Market Regulation;
Standardization Administration of the People’s Republic of China.
Table of Contents
Foreword ... 4
Introduction ... 6
1 Scope ... 8
2 Normative references ... 8
3 Terms and definitions ... 8
4 Context of the organization and quality culture ... 8
4.1 Considerations ... 8
4.2 Link to GB/T 19001 and other quality management standards and systems ... 9
4.3 Possible activities ... 9
4.4 Main benefits ... 9
5 Leadership ... 10
5.1 Considerations ... 10
5.2 Link to GB/T 19001 and other quality management standards and systems ... 10
5.3 Possible activities ... 10
5.4 Main benefits ... 11
6 Planning and strategy ... 12
6.1 Considerations ... 12
6.2 Link to GB/T 19001 and other quality management standards and systems ... 13
6.3 Possible activities ... 13
6.4 Main benefits ... 14
7 Knowledge and awareness ... 15
7.1 Considerations ... 15
7.2 Link to GB/T 19001 and other quality management standards and systems ... 15
7.3 Possible activities ... 15
7.4 Main benefits ... 15
8 Competence ... 16
8.1 Considerations ... 16
8.2 Link to GB/T 19001 and other quality management standards and systems ... 17
8.3 Possible activities ... 17
8.4 Main benefits ... 17
9 Improvement ... 18
9.1 Considerations ... 18
9.2 Link to GB/T 19001 and other quality management standards and systems ... 18
9.3 Possible activities ... 18
9.4 Main benefits ... 18
Bibliography ... 20
Quality management - Guidance for people engagement
1 Scope
This document provides guidance for realizing people engagement, improving people
involvement and enhancing people competence in an organization’s quality
management system.
This document is applicable to organizations of all sizes, types and activities.
2 Normative references
The following documents are referred to in the text in such a way that some or all of
their content constitutes requirements of this document. For dated references, only the
version corresponding to that date is applicable to this document; for undated references,
the latest version (including all amendments) is applicable to this document.
GB/T 19000-2016, Quality management systems - Fundamentals and vocabulary
(ISO 9000:2015, IDT)
3 Terms and definitions
For the purposes of this document, the terms and definitions given in GB/T 19000-2016
apply.
ISO and IEC maintain terminological databases for use in standardization at the
following addresses:
-- ISO Online browsing platform: https://www.iso.org/obp
-- IEC Electropedia: http://www.electropedia.org/
4 Context of the organization and quality culture
4.1 Considerations
Organizational culture refers to the beliefs and behaviors that determine how employees
and management interact and deal with external affairs of the organization. Often,
culture is implicit, cannot be expressed in a defined way, and develops organically over
time from the cumulative characteristics of the people involved. Sometimes,
organizational culture reflects the character and ideas of a powerful and influential
leader.
Compared to traditional marketing campaigns, social media gives those affected a
greater voice. For most organizations, quality has never been more important than it is
now. Customers can search for products and services from around the world with near-
unlimited access and research objective performance data from a wide range of sources.
At the same time, people are more willing to establish ties with organizations that have
a positive cultural image.
These pressures and opportunities prompt organizations to adopt new approaches to
quality management, and the development of quality cultures in which people regard
quality as the core of work is one of the methods.
A shared quality expectation is an integral part of a quality culture. Leadership and
management need to establish alignment of purpose and values. People shall be aware
of relevant quality objectives, adhere to strategic directions, and understand quality
expectations and objectives consistent with their specific positions.
4.2 Link to GB/T 19001 and other quality management standards and systems
GB/T 19000-2016, 2.2.1 states that “an organization that focuses on quality advocates
a culture that realizes its value by meeting the needs and expectations of customers and
other relevant parties. This culture will be reflected in its behaviors, attitudes, activities
and processes.”
4.3 Possible activities
To establish a quality culture, the following steps should be taken:
a) incorporating quality-related content into the written value statement;
b) aligning top management’s consistent behavior to support the written value
statement;
c) achieving universal value throughout the organization through a clear and well-
defined organizational structure;
d) establishing effective support systems (such as information technology) to
communicate the connotation of quality culture;
e) collecting examples of quality culture in action and related valuable results;
f) continuing to celebrate the success of the quality culture.
4.4 Main benefits
In a strong, positive quality culture, people agree upon and care deeply about the
organizational values, which improves the organization performance, motivates people
and aligns their behavior to achieve the vision and clear performance goals.
5 Leadership
5.1 Considerations
Leaders establish the unified purpose and direction of the organization. They should
create and maintain an internal environment in which people can be fully involved in
achieving the organization’s objectives. Leadership provides people throughout the
organization with a clear focus and enables them to follow a path toward achieving the
organization’s objectives.
Leaders need to possess the necessary competences to perform the above leadership
roles.
Leaders define objectives and allocate resources, and they play a more strategic role.
Managers organize resources to achieve results by engaging people within the
organization, and they play a more tactical role. Managers direct and control the
organization by coordinating activities.
Leadership is the process of identifying a possible future state that is not yet manifest.
Management is the coordinated activity of commanding and controlling an organization
(as defined in 3.3.3 of GB/T 19000-2016). Effective leadership and management are
important factors in organizational success.
5.2 Link to GB/T 19001 and other quality management standards and systems
Through effective leadership, top management ensures the overall effectiveness of the
quality management system, keeps the quality policy and quality objectives consistent
with the strategic direction of the organization, integrates the requirements of the
quality management system into the organization’s processes, and supports other
members of the management team in their respective areas of responsibility.
5.3 Possible activities
5.3.1 Typical components of leadership include the following.
a) Vision – A description of the expected possible future state, such as proposing an
engagement strategy that may have an effect on improving organizational
performance. In the context of a quality management system, leadership develops
a vision for the future that promotes the achievement of desired results. For
example, many people think of a quality management system simply as a series
of documents and records to which their activities can be aligned. The expected
possible future state of a quality management system is that it brings positive
organizational success and social benefits.
b) Alignment – The ability to align people with a vision of the expected future
possible state, thereby gaining their commitment and support;
Example 1: Obtaining the concurrence of top management in the vision of the
desired future state of the quality management system.
c) Realization – The provision of necessary resources and the removal of obstacles
to achieving a future state.
Example 2: Providing any training required to achieve expected possible
performance.
5.3.2 In addition to providing a functional breakdown of leadership, it is also important
to consider the typical characteristics of effective leaders, including the following.
a) Passion – Great leaders are passionate about their work and believe it is important.
Sharing this passion inspires everyone involved and is one way to achieve greater
success.
b) Communication – Strong leaders know the importance of communicating with
people at all levels of the organization and how to communicate. Messages are
clear and accessible. They leave people knowing without a doubt what is expected
and what motivates actions.
c) Commitment to others – Effective leaders know that they do not exist in isolation
but need the help of others to achieve the organization’s vision. These people
deserve support and encouragement commensurate with their contributions and
current competences.
d) Team building – Collaborative leaders believe that greater achievements will be
achieved when working together. Collaboration across roles and functions brings
energy, new ideas and solutions to any task.
e) Decisiveness – People often look to their leaders, not for perfection, but for the
ability to make quick, thoughtful and informed decisions to allow them to focus
on deployment within an agreed set of priorities.
f) Empathy – Good supportive leaders always consider other people’s perspectives.
5.4 Main benefits
The benefits of effective leadership include:
a) the development and realization of the vision;
b) a motivated workforce that supports quality and the quality management system;
c) no obstacles in achieving the expected results;
d) improved and sustainable productivity;
e) organizational self-healing capabilities and agility;
f) innovation and creativity.
6 Planning and strategy
6.1 Considerations
Before considering promoting the achievement of organizational objectives and
strategic direction through people engagement, it is necessary to prioritize the
determination of strategy through the context of the organization related to the vision.
Figure 1 illustrates the relationship between the vision, strategic direction and quality
management system within an organization.
An organization’s vision embodies the most important ideas of what the organization
strives to become. It provides an ultimate goal that guides actions and decisions. A
vision is usually a carefully thought-out statement by an organization’s leader or
leadership that describes in simple words what the organization stands for. For example,
“Our objective is to become the most popular soft drink in the world” or “Our dream is
to become the best confectioner in the community” are equally valid.
In order to ensure that the vision is effective, the description of the future state of the
vision should be inspiring and measurable. For example, how does an organization
know when it has become the best confectioner in the community? By tracking the
process, it helps to understand where the organization is now and in what direction it
needs to develop.
A brief review of some websites will reveal that some organizations’ visions already
cover these two key characteristics, but many do not. Common problems include: the
vision embodies the “now” rather than a guide to the future; the objectives are so vague
that they are difficult to achieve and measure; and the description of the vision is closer
to values or ethos. These do not lack value, but they are not vision.
After the vision is established, the organization should be ready to develop its strategy
and determine a road map to achieve the vision.
In practice, it is difficult to complete a comprehensive strategy at the beginning, and the
strategic structure gradually becomes clear as the content continues to be enriched and
developed. For example, becoming “the best confectioner in the community” might be
a 10-year plan based on acquisitions and expanding product range, rather than
identifying every objective and new product initially. It is important that the end goal
remains clear and that business actions remain aligned with strategy. It is also important
to note that the vision and related strategies can change over time and as internal and
external factors change. To maintain effectiveness, these changes should be carefully
considered at the appropriate levels of the organization.
coordination may fall short of expectations, so it is inappropriate to ask people to follow
a vision they disagree with or a strategy that is ineffective.
Engagement with the quality of products and services and the quality management
system encompasses many aspects. Without true alignment, quality becomes a
disjointed part of the organization. Alignment plays a significant role in transforming
disconnection.
Engagement at operational levels is also critical. At this level, more linkages between
the activities of people and the requirements of the quality management system should
be provided. Many challenges with people engagement stem from a lack of connection.
In many cases, the quality management system is treated as “those files in the office”
and the people responsible for auditing it, and when problems arise, these people are
simply corrected.
Some ways to leverage the people engagement to develop and manage the strategy
include:
a) Determine expected results;
b) Involve interested parties and define their contributions;
c) Clarify individual roles in strategy implementation;
d) Improve the competence of people involved in strategy;
e) Understand the impact of not developing quality on the internal organization and
interested parties.
6.4 Main benefits
Organizations can benefit from contributions to the development of vision and strategy
from a wider range of people, not just the top management.
Some of the key benefits to an organization’s strategic direction and its successful
implementation include:
a) greater involvement and contributions of employees within the organization;
b) greater clarify to employees in understanding their individual roles in strategy
implementation;
c) improved competence of people;
d) achieving the organization’s vision and strategy;
e) improved performance;
f) better engagement;
g) higher levels of customer and employee satisfaction;
h) improved productivity.
7 Knowledge and awareness
7.1 Considerations
3.25 of ISO 30401:2018 defines knowledge as the “human or organizational asset that
contributes to effective decision-making and action based on the context”.
7.2 Link to GB/T 19001 and other quality management standards and systems
The quality management system (such as 7.1.6 of GB/T 19001-2016) requires that
organizational knowledge is maintained and made available to the necessary extent.
7.3 Possible activities
Knowledge and awareness are the driving factors for improved individual performance
in organizations. The organization should analyze the performance of people through
such methods as performance evaluations, regular evaluations, and on-site reviews, and
publish this information throughout the organization to cultivate personnel awareness
and foster performance improvement. The organization should encourage people to
improve their personal knowledge and awareness through self-evaluation.
Ways to enhance knowledge and awareness include:
a) communicate using appropriate language, language proficiency and media to
facilitate the assimilation of knowledge;
b) use methods such as coaching and training;
c) motivate the ongoing improvement of learning ability;
d) promote the development and maintenance of knowledge.
7.4 Main benefits
A knowledge management system can support the acquisition, transfer and maintenance
of required knowledge within an organization. Benefits of a structured approach may
include:
a) better decision-making and creative thinking;
b) sharing of effective methods and solutions;
c) development of innovation and growth;
d) improved organizational performance and customer service;
e) promoted protection of developed organizational intellectual capital.
8 Competence
8.1 Considerations
Competence is the ability to apply knowledge and skills to achieve expected results (see
3.10.4 of GB/T 19000-2016). Employee training and development is beneficial to
improve people’s ability to create value for the organization and its customers.
Training and development, labor relations and the management of formal expressions
of employee dissatisfaction are indispensable factors in people engagement. Successful
organizations apply the knowledge and skills of their people to create value for the
organization and its customers.
Learning is the process of acquiring knowledge or skills through experience, research,
or from teaching. Formal learning usually leads to qualifications. The learning process
can be applied to individuals or groups within an organization. An organization should
recognize that people learn in different ways, and that some people are better suited to
a classroom learning environment, some are better suited to tutoring, and some learn
better in an online environment.
A learning organization focuses on the accumulation and maintenance of its own
knowledge to improve the organization’s performance capabilities. In order to be
competitive, the organization needs to have competent employees. To obtain the
necessary information flow and knowledge flow to become a learning organization, the
organization’s processes need to be integrated into the management system. An
organization’s ability to learn makes it more competitive.
Effective learning is beneficial to increase the sense of achievement, job satisfaction
and security, promote the improvement of attitude and initiative, and promote the
improvement of organizational competitiveness and profitability. For example,
improvement of communication skills can lead to improvement of product quality and
better customer service.
Training is the process by which people learn skills and improve their competence.
Development is the process by which people change and become more competent. The
purpose of both is to engage people with the strategic direction and results of the
organization.
organization. Employees work more efficiently when they believe that the work they’re
doing is important.
9 Improvement
9.1 Considerations
The organization should ensure the continual improvement of strategies, policies and
activities associated with people engagement. Improvements in people engagement can
increase an organization’s agility and resilience in response to changes in internal and
external issues.
9.2 Link to GB/T 19001 and other quality management standards and systems
The quality management system (such as 10.3 of GB/T 19001-2016) requires that the
organization continuously improve the suitability, adequacy and effectiveness of the
quality management system. The organization shall consider the results of analysis and
evaluation and the outputs from management reviews, to determine if there are any
needs or opportunities to address as part of continual improvement.
9.3 Possible activities
Improvement should be included as a daily activity in the forward-looking strategy to
support the organization’s broader development and results. The organization can
support improvements by:
a) utilizing the effects of training, knowledge and people awareness-raising to
improve the effectiveness of people engagement strategies, policies and activities;
b) engaging others in the evolution of organizational culture;
c) engaging people at all levels when the organization changes its strategic direction
in response to changes in internal and external issues;
d) engaging people at all levels to help improve organizational leadership and
management processes.
9.4 Main benefits
Improvements to people engagement strategies, policies and activities can provide the
following benefits:
a) optimizing the organization’s quality culture;
b) acquiring methods for innovating products, services and processes;
c) improving results;
......
Source: Above contents are excerpted from the PDF -- translated/reviewed by: www.chinesestandard.net / Wayne Zheng et al.
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