HCM and the Sustainable Quality Pillar

The foundations of the HCM model and its SQM component are summarized in the following arguments. The principles are explicit and shared through the HC OC. HC OC is strengthened with human capital, talent, resilience and agility built in common efforts to attain continuous improvement of organizational performance, productivity and competitiveness driven by constructive and sensible leadership and collaboration practices focused on the wellbeing of people in the workplace. The SQM pillar of HCM fosters an organizational culture encouraging employees’ engagement with clarity of individual personal and organizational mission ensuring they work not only IN but FOR the organization. SQM makes the difference between HCM and HRM. In contrast with HRM focused on resources, SQM secures high productivity fortifying first the wellbeing of people. In HC OC, wellbeing is a necessary condition for organization to attain long-term sustainability systematically meeting the needs and expectations of customers and community. The principles in the HC SQM supporting the quality organizational culture are discussed below indicating inward- and outward-looking institutional effects:

  • • The reason for HC organizations (HCOs) to exist is because there are customers who demand their products and services (outwardlooking)
  • • People who work IN and FOR HCOs feel engaged with work and eager to solve problems with autonomy and supported by leaders who care for the wellbeing of co-workers as necessary condition to attain high performance (inward-looking)
  • • Constructive sensible leaders in HCOs value and boost human capital and talent to effectively manage resilience (inward-looking) and agility (outward-looking) needed to optimize benefits and minimize costs of disruptions in the VUCA environment (outward-looking)
  • • Quality teams focused on Talent Management in the selection and development (inward-looking) of personnel in the organization using agility to foster innovation (outward-looking)
  • • HCM secures integration of the inward-outward dimensionsimplementing the SQM Model supporting people and their wellbeing as a condition for sustainability and success.

Srinivasan and Kurey in the article Creating a Culture of Quality emphasized how important it is to become competitive today (2014). Quality standards are a significant challenge but meaningful advantages for organizations not only in business but in all sectors. Overall, in government agencies pressed to become more effective and efficient serving the needs of people. And here I need to regress to my experience as an examiner. My proposal to include in the Baldrige NQA Program an Award to distinguish the efforts of non-profit organizations was based on the urgency to include them and integrate the public sector in the national quality initiatives to promote the wellbeing of the population.

Srinivasan and Kurey conducted interviews with leaders of quality teams in 60 multinational corporations and surveyed 850 employees in a wide range of functions and industries at all levels of seniority. They found that traditional resource-based strategies using monetary incentives, training and sharing unprecise and questionable best practices had no effect to reach quality standards. Comparatively, companies deploying human centered and peer-driven approaches showed a stronger quality culture, employees made fewer mistakes and organizations spent significantly less time and money correcting errors. Srinivasan and Kurey define the true culture of quality as an environment where employees not only follow quality guidelines, but consistently recognize the value of teammates working together on actions leading to continuous improvement, hearing others talk about the benefits of quality, and embracing quality as a culture, not as an organization obligation or a hassle.

 
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