Www.vdab.be 0800 30 700 Total quality management policy and the training of trainers (and...

www.vdab.be0800 30 700

Total quality management policy and the training of trainers (and instructors) at the VDAB

Dublin, 28 February 2008 Walter Dobbelaere


Outline

1) VDAB2) WHAT ABOUT QUALITY IN VDAB CC3) TOTAL QUALITY MANAGEMENT4) TTT AND TQM5) LESSONS TO BE LEARNED6) CONCLUSION/SUGGESTIONS


BrusselsBrussels

Languages:Languages:Dutch, French, GermanDutch, French, German

Population: Population: 10.355.84410.355.844

WalloniaWallonia

FlandersFlanders992.0415.995.553

3.368.250

VDAB

216.762


VDAB

VDABVDAB offers a broad, effective and modern package of services for employersemployers, employeesemployees and jobseekersjobseekers in

the two areas of results

The VDAB competence centres (VDAB CC) provide vocational training

VDAB = Flemish Service for employment and vocational training


VDAB

VDAB KEY FIGURES 2006

EmployeesEmployees in CC

4.2311.440

Including trainersStaffAssistance

1.009124 (incl 15 on TQM)317

Training hours VDABTraining hours partnersTraining jobseekersTraining of employeesCompetence centers

8.896.7686.195.01693.63448.16968


VDABNumbers of training courses in 2006

Service sector Social Profit Construction Metallurgical industry Transport Logistics Professional cleaning services Industrial automation Hotel and catering Ports- Maritime – Shipping Sales Electricity Graphic techniquesSurveillance Clothing manufacture Wood Primary sector Food Environment Diamond Textiles Chemical industry

19.5186.7522.8652.3431.9671.6491.3411.302

997874760559533393351319165155

933433

1


WHAT ABOUT QUALITY IN VDAB CC

Quality management is an organizational strategy and amethod of management, which involves all employeesand seeks to improve continuously the efficacy of an organization regarding customer satisfaction.

CEDEFOP, 1998



How to look at quality of VET

- Product quality?- Process quality?- Client approach (needs, expectations, goals, who is the client?)- Costs/added value

→ integrated approach is needed


VDAB CC delivers training Training = service

Quality of service ≠ quality of goodsServices Goods

• An activity or process

• Intangible

• Simultaneous production and consumption: customers participate in production

• Heterogeneous

• Cannot be kept in stock

• A physical object

• Tangible

• Separation of production and consumption: customers do not normally participate in production

• Homogeneous

• Can be kept in stock

Training

• Consumption leads to further developed competences




• Quality is a concern of everybody in VDAB CC → integrated approach• Quality of services is subjective• Training in VDAB is a service delivered by trainers to adults → focus on customer results in al labour market context• Customer satisfaction about training: satisfaction = perceived service (training)

expectations•Management problem: which satisfaction indicators? - (commercial/public) services? - education? - LLL? - Labour market policy?



Example of quality indicators (quality dimensions) in services/trainingServ Qual OECD, principle

elements of good governance

Key aspects of quality management in vocational training

- Reliability

- Assurance

- Empathy

- Responsibility

- Tangibles

- Accountability

- Transparency

- Efficiency

- Responsiveness

- Forward vision

- Rule of law

- Customer centred- Quality policy- Responsibility, authority and communication- Resources provision and management- Competent human resources- Infrastructure and working environment- Product planning and realisation- Design and development- Buying process- Control of the follow up and measuring devices- Customer’s satisfaction


TQM in VDAB

VDAB uses the EFQM-model www.efqm.org



Illustration of different ways of looking at qualityGoal: training of jobseekers; 7/10 must to have a job

Results of JSExpectations

Results of GOVExpectations

Training ends in a job = quality

Developing = training +seeking a job +having job

7/10 = quality


TQM in VDAB

All quality models can be transformed into other models asrequired by the situation (i.e. 6 M’s in the Ishikawa diagramfor an integrated approach of Q of training)

Training

Measurements Material Man (People)

Mother Nature(Environment)

Methods Machines


TQM in VDAB

Look at the 6 M’s from a didactic model as a baselinefor all those who are directly involved in the process of training delivery

VDAB didactic process with 4 key elements

Training goals

Evaluation ofProcessproduct

Trainingmethods

(pre-knowledge)

Interdependence ofkey elements


TQM in VDAB

• VDAB values: equality, social justice, respect, empathy social responsibility, social involvement• Partnerships with social partners (applying sectoral standards)• Complaint management• Public Service Agreement for VDAB CC puts forward: - participation rate for target groups - employment rate

MEASUREMENTS


TQM in VDAB

•2 times/year measurement of customer satisfaction index (6 elements) Satisfaction about: trainer, programme, training delivery, planning, waiting time, facilities•Capacity planning & waiting time management (queuing system)•10% of working time of trainers goes to competence development (TTT, peer groups, projects, etc)

MEASUREMENTS


TQM in VDAB

TRAINERS (MEN)

• Change HRM into a competence management for trainers

• The basics: job profiles (E); evaluations (E); competence profiles (L); dynamic competence development oriented on organisational goals (T)

Train the trainer programmes meet competence management for trainers

• Most important: - start! - and use the Deming wheel PDCA


TQM in VDAB

TRAINERS (MEN) – general indications on• Competence clusters for a VET trainer were developed in

several EU projects (Leonardo).• Also USA research on trainer competencies leads to

competence clusters.• Spectrum of professions:

VET-teacher, VET trainer, trainer, HRD specialist

• 20% trainer/teachers competences are determined by job position

• 80% of competences are common

Teaching Consulting

VET-Schools

Work floor


TQM in VDAB

Examples of competence clusters of training specialistsOutcome of Competent-Sys-

Trainer Leonardo da VinciProject No 2003-B/03/B/F/PP-

144.340

T. Caravan, C. Hogan Making training & development work,

P. Mc Lagan 1996 Competence clusters for HRD-specialist

E. BiechTraining for dummies ASTD

1. Coaching learning and

development process

2. Coaching adults

3. The own field of study

4. Planning and organisation

5. Innovation and

development

6. Cooperation

1. Learning needs

analysis

2. Diagnostics

3. Subject expertise

4. Business/commercial

awareness

5. Developing and

delivering learning

solutions

6. Teamwork

1. Strategic advisor

2. Systems designer

and developer3. Organization

change consultant

4. Organization

design consultant

5. Learning program

specialist

6. Instructor/facilitator

7. Individual development

and career consultant8. Performance

consultant

9. Researcher

1. Training needs

analysis

2. Designing training

concepts/programmes

3.Planning

organising

delivering training

4. Inter professional

development


TQM in VDAB

Missionstatement

Jobprofile

Areas ofperformance

DesiredCompetences

Individualobjectives

Follow up Evaluation

EvaluationGapanalysis TTT

Performance management

Competence management

TRAINERS (MEN)

Adapted from ? Quintessence Consulting Belgium


TQM in VDAB

TRAINING METHODS→ An ideal method does not exist→ The challenge is to use the right method, at the right time, place, for the right trainee

→ Looking for the optimal method

Organisational competence = Trainer competence = development of methods, knowing when to useinstruments and processes which methods and

mastering them


TQM in VDAB

MOTHER NATURE (environment)

VDAB has ISO 14001 certificate

Environmental care management in CC:• Waste reduction• Energy reduction (gas oil and electricity)• Promotion of public transport for staff and trainees• Recycling material• Water reduction and saving• Reduction of the use of dangerous goods


TQM in VDAB

TRAINING MATERIAL + TRAINING MACHINES

Strong dependence on budget for investments, maintenance,replacementNevertheless focus on the expectations of the trainees

→ Develop material and machine policy and communicate to staff and clients→ Involve of trainers in decision making about training material (needs, nice-to-haves)→ Control the use of training material→ Maintenance: focus on performance and safety of machinery


TQM in VDAB

Elements of an integrated HR-model (Flemish Ministry)


TQM in VDAB

Leadership

behaviour related

Person -

Problem-solving bs

behaviour

competency

Value-bounds

To deal with information

Inte

rper

sona

l

beha

viou

r

Con

trol-related

beh

aviour

Personality

Cognitive

abilities

reli

abil

ity

Wor

kin

g to

geth

er

Cu

stomer

oriented

ness

Con

tinu

ous

imp

rovemen

t

Delegate

Give direction

Development of others

Listening

Persuasiveness

Ora

l

exp

ress

ion

sk

ills

Networking

Writing skills

Development of others

(coaching)

Assertiveness

360° Empathy

Didactic

skills O

rgan

izat

ion

invo

lvem

ent

Act

ing

To

dea

l w

ith

stre

ss f

acto

rs

Organ

ization

sensitivity

Creativity

Con

ceptu

al th

ink

ing

(vision)

Syn

thetical

thin

king

,g

(formation

of jud

gem

ent)

Analytical

thinking

(problem analysis)

Meticulousness

Fle

xib

le

beh

avio

ur

Dec

isiv

enes

s

Init

iati

ve

Progress control

Organize

Planning

Wheel of competence (from Quintessence Consulting – Belgium) used by the Flemish Government


TQM in VDAB

Q-labels in VDAB

• EFQM (K2B)• ISO 14001• ISO 9001 (car mechanic)• ISO 9001 (car body repair)• ISO 9001 (forklift drivers)• AutoCad Authorised training centre• International authorised training centre for Welding (IWF)• Sisco certified training centre


Costs of TQM

• Audit preparation & reports• Audits• Q-staff• Project costs to get a label• Operational costs of structural Q-measurement and reporting

ROI: in the next budget years


Lessons to be learned

• TQM starts at the top of the organisation• Use a Q-model (EFQM or other) as a mirror and starting point• To get a certificate = organisational dynamics of improvement• To keep a certificate = process of continuous improvement and maintenance of processes• To get a certificate for (sub) divisions of sub identities = focused boost on improvement of particular processes


Conclusions/suggestions

1) TTT must be integrated in a competence management system for trainers

2) Since VET-trainers work all over the EU a common Europeancompetence profile does exist. It (or a competence framework) should become a EU standard

3) Get a Q-certificate/labelThe process of getting and keeping, starting a culture ofpermanent improvement throughout the organisation

4) Go for a certificate for your competence managementsystem of trainers: Pressure to fill up the missing links

5) Do not overestimate your Q-budget but do not forget it!

Www.vdab.be 0800 30 700 Total quality management policy and the training of trainers (and...

Documents

Transcript of Www.vdab.be 0800 30 700 Total quality management policy and the training of trainers (and...