NOTE Guidance on performance evaluation is given in Annex C.
9.1
Monitoring, measurement, analysis and evaluation
9.1.1 The organization shall determine:
a) a systematic approach for measuring, monitoring, analysing and evaluating the performance of its management system for valuing people on a regular basis;
b) what needs to be monitored and measured to determine the extent to which objectives for valuing people are met;
c) the methods for and commitment to consistent monitoring measurement, analysis and evaluation, as applicable, to ensure valid results;
d) when the monitoring and measuring are to be performed;
e) when the results from monitoring and measurement are to be analysed and evaluated; and
f) to whom and in what form these evaluations are to be communicated.
NOTE Monitoring involves collecting information over time. Measurements can be either quantitative or qualitative.
9.1.2 The organization shall retain appropriate documented information as evidence of the results, to facilitate subsequent corrective action and preventive action analysis. The organization shall evaluate the performance and the
effectiveness of the management system for valuing people.
Figure 6 Evaluating the operation of the system
9.2
Internal audit
9.2.1 The organization shall conduct internal audits at planned intervals to provide information on whether the management system for valuing people:
a) conforms to:
1) the organization’s own requirements for its management system; and 2) the requirements of this British Standard;
b) is effectively implemented and maintained; and
c) is effective in meeting the organization’s policy and objectives for valuing people.
9.2.2 The organization shall:
a) plan, establish, implement and maintain an audit programme(s), including the frequency, methods, responsibilities, planning requirements and reporting, with the audit programme(s) taking into consideration the importance of the processes concerned and the results of previous audits;
b) define the audit criteria and scope for each audit;
c) select auditors and conduct audits to ensure objectivity and the impartiality of the audit process;
d) ensure that the results of the audits are reported to relevant management and operational people; and
e) retain documented information as evidence of the implementation of the audit programme and the audit results.
NOTE Requirements for the competence of auditing bodies are specified in BS EN ISO/IEC 17021.
9.3
Management review
9.3.1 Top management shall review the organization’s management system for valuing people at planned intervals, to ensure its continuing suitability,
relevance, adequacy and effectiveness in meeting its objectives for valuing people.
9.3.2 The management review shall take into account:
a) the status of actions from previous management reviews;
b) the results of participation and consultation;
c) changes in external and internal issues that are relevant to the management system for valuing people;
d) information on the performance for valuing people, including trends in:
1) unanticipated valuing people issues, nonconformities and corrective actions;
2) monitoring and measurement results; and 3) internal and external audit results;
e) the extent to which policy and objectives for valuing people have been met;
f) status of investigations and corrective actions;
g) opportunities and recommendations for continual improvement; and h) the need to communicate with stakeholders, where appropriate, including
lessons learned from an unanticipated issue or nonconformity, to inform future decision making about valuing people.
9.3.3 The outputs of the management review shall include decisions related to the organization’s commitment to continual improvement opportunities and any need for changes to the management system for valuing people, taking into account:
a) performance for valuing people;
b) policy and objectives for valuing people;
c) resources; and
d) other elements of the management system.
9.3.4 The organization shall retain documented information as evidence of the results of management reviews, and make this available for consultation, as appropriate.
10 Improvement (see Figure 7)
NOTE Guidance on improvement is given in Annex C.
10.1
Investigation of unanticipated issues, nonconformity and corrective/preventive action
10.1.1 When an unanticipated issue, oversight or nonconformity relating to valuing people in the organization occurs, the organization shall:
a) examine the circumstances and extent of the unanticipated issue;
b) involve appropriate stakeholders to establish the validity of the evidence about the unanticipated issue;
Figure 7 Improvements and redesign to existing system
d) as appropriate, react to the unanticipated issue or nonconformity, and as applicable:
1) adopt a new practice; or 2) as necessary:
• take action to control and correct it; and
• deal with the consequences;
e) evaluate the need for action to understand, encourage or eliminate the causes of the unanticipated issue or nonconformity, in order that it does not recur or occur elsewhere or does so with a positive and desirable result or, alternatively, by:
1) understanding the source and nature of any unanticipated issues;
2) learning from any unanticipated issues and considering whether new processes or practices are appropriate and beneficial;
3) reviewing the unanticipated issue or nonconformity;
4) determining the causes of the unanticipated issue of concern by investigating contributing factors; and
5) determining if and where similar conditions or nonconformities exist, or could potentially occur, with positive or negative results;
f) implement any action needed;
g) review the effectiveness of any change-oriented corrective actions taken;
and
h) make changes to the management system for valuing people, if necessary.
Unanticipated issues are those which have not been identified in the organization’s consideration of its context. An unanticipated issue or nonconformity might reveal or highlight a weakness in the management system for valuing people, a potential for improvement, or a risk oversight.
Nonconformity should therefore be framed positively as an opportunity to gather evidence, analyse and review the system for improvement, and change as appropriate.
10.1.2 Corrective actions shall be appropriate to the effects or potential effects of the unanticipated issues or nonconformities encountered.
10.1.3 The organization shall retain documented information as evidence of:
a) the nature of the unanticipated issues and nonconformities, and any subsequent actions taken; and
b) the results of any incentives or corrective action.
10.1.4 The investigation of issues and nonconformities shall be performed by competent people within a reasonable time following an unanticipated issue.
10.1.5 Where corrective or preventive action identifies new or changed risks, or hitherto unidentified opportunities, or the need for new or changed controls, the risks and opportunities associated with the proposed actions shall be considered prior to implementation.
10.2
Continual improvement
10.2.1 The organization shall continually improve the suitability, adequacy and effectiveness of the management system for valuing people.
10.2.2 The organization shall:
a) take action when necessary to address any positive or adverse trends or outcomes identified in 9.1 and 9.3;
b) evaluate the performance and the effectiveness of the management system for valuing people; and
c) plan and implement improvements and changes to the management system where evidence indicates that these are necessary and/or desirable.
Opportunities for improvement should be identified, assessed and
implemented across the organization as appropriate, through a combination of evaluation, dialogue and continual improvement.
Continual improvement involves interaction of people and organizational development, where shared objectives are set to achieve individual aspirations and opportunities and organizational goals. The organization should identify, implement and maintain process(es) for determining
opportunities and assessing, prioritizing and implementing actions to achieve continual improvement and reviewing their subsequent effectiveness.
Individuals should have the opportunity to express their views freely
concerning their working environment and be consulted and included in any organizational decisions regarding how continual improvement can be achieved.
Annex A (informative)