1. Quality Assurance

2. Define Quality (product & service) Exceeds the requirements of the customer. General excellence of standard or level. A product which is reliable, maintainable and sustainable. Best practice. Properties of product/service that are valued. Meets the needs of the customer...

3. Define Assurance The act of giving confidence, the state of being certain or the act of making certain A positive declaration intended to give confidence; a promise. Guarantee and freedom from doubt. Provide current and accurate information to customer. A binding commitment to best practice. Right the first time.

4. Define Quality Assurance Systematic process for ensuring quality during the steps of developing a product or service. Prevention of problems through planned activities. These are built at the ‘front end’ of a project rather than the ‘back end’. Establishes a benchmark. Provides a means of continuous improvement. Guarantee the product/service meets the accepted quality standards. Assists to eliminate defective products and increase customer satisfaction.

5. Why is QA so important? Important factor when it comes to any product or service. Now a high market competition, quality has become the marked differentiator for organisations. Service products now have to constantly look for enhancing their product/service quality.

6. Quality Assurance Planning Define quality expectations – SLA. Set quality targets with client. Projected outputs are documented as acceptance criteria (expectations). Describes policies, practices, and procedures to support the regular delivery of high quality products and competitive services. Enables prevention of problems through continuous improvement

7. Plan should include (page 47) A clear outline of the services of the provided. Specific measures relating to the quality of the product. Specific constraints that may apply such as timeframes or costing limits. A schedule of monitoring. A reporting process regarding results.

8. Quality Assurance Team (HR) Roles & Responsibilities; Develop and maintain QA plan. Conduct audits and reviews. Review specified deliverables. Report results of audits to management. Manage defects, errors and corrections.

9. Activity 18 (page 48) Based on Activity 12 (ABC) services case study and in your groups consider ‘3’ QA measurers that can be used to ensure that the desired quality is achieved.

10. QA Measures Observation (using checklist) for detecting errors and improving performance standards at any process stage. Observations may be physical surroundings, ongoing activities, processes, or discussions. Independent evaluation of process activities or service through checklists, meetings and interviews.

11. QA Measures Independent examination of the service carried out according to standards or contractual arrangements (SLA) Focus group with targeted questions. Review of documentation – assessment outcomes and performance evaluations. Surveys distributed to individuals to be completed and returned.

12. Regular Performance Reviews of SLA (page 49) Identify activities/goals that are not achieved early. To ensure contractual arrangements are met. An opportunity for early remedy where a breach is concerned. To maintain client relationship.

13. Outcomes of QA Review Identify early any issues in order for amendments to the agreement to be made. Early notice enables the opportunity to find an alternative solution. Opportunity to end a negative of relationship in pursuit of a positive one when it is clear the agreement will not be met

14. What a QA checks for? (page 49) The relevant parties acted as expected. Actions occurred within agreed timeframes. The quality and accuracy of activities was appropriate. The fee structure was applied and agreed. Any breaches to the agreement were identified quickly and addressed – as per SLA

15. Activity 19 (page 50) Penalty clauses included in SLA if service providers fail to deliver the agreed quality. Remedies; 1.Meeting with external providing - engage a solution/remedy. (see page 51) 2.Financial penalties – decrease in agreed payment (financial sanction). 3.A reduction in the future usage of the provider’s service by the consumer. 4.Last option – terminate SLA.

16. Underperformance of an employee…..Why?

17. Employee; Is unclear on targets and expectations in terms of output, standards, behaviour. Does not have the resources and processes to do the job. Has no incentive to go the ‘extra mile’. Lacks the skills and knowledge to do the job. Poor fit for the job/organisation.

18. Employee; Has a poor relationship with the boss. Is experiencing family or health issues. Is experiencing conflict at work. Lacks interest in the job. Inadequately trained. Poor work ethic.

19. Activity 20 (page 52) AND Explain in detail the steps and human resource manage should take to manage underperformance of an employee in the workplace.

20. Activity 21 – Page 53

21. Activity 20 (page 52) 1.Discussions with employee. 2.Performance management – keep records. 1.Provide management support. 2.Use progressive discipline. 3.Provide opportunities to improve. 4.Solutions – training, rewards/incentives, counseling. 5.Comply with fair work act.

22. Additional Activity Ideas on how to manage employee underperformance in the workplace; http://agha.com.au/2012/04/case-study-2- what-to-do-when-an-employee-is- underperforming/ http://www.fairwork.gov.au/Resources/best- practice-guides/Pages/managing- underperformance

23. Restrictions to termination http://www.workplace- lawyers.com.au/employers/disciplinary- action-and-performance-management.html