Reducing the risk of staff failures

Gazizulina, Albina; Krasulina, O.; Borremans, Alexandra; Tveryakov, A. M.; Ostapenko, Maria; Vasilyeva, Svetlana

doi:10.1109/ivforum.2017.8246091

Cited by 9 publications

(3 citation statements)

References 6 publications

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“…4,5,8,12,13,15,18 are in the red risk zones (R), works under No. 1, 2, 3, 6, 7, 9, 10, 11, 14 are in the yellow zones (Y), and works under the numbers 16, 17 are in the green zones (G).…”

Section: Risk Assessment Methodologymentioning

confidence: 99%

Methodology for reducing risk of underperformance of personnel functions

Klochkova

Evdokimov

Klochkov

et al. 2018

Engineering for Rural Development

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Abstract. Personnel training is a significant part of a management system of any organization; for instance, ISO 9001 standard discusses it in detail. However, it should be defined, who and what is to be trained. Training should increase the personnel qualification level, thus increasing the probability of successful task performance. If we determine the probability of not performing a task for each task, for which a staff member is responsible, we will be able to design a professional development program effectively. It should also be taken into account, in which period a specific staff member should be trained. The paper suggests a method for designing a professional development program that considers such factors as probability of successful task performance, suitable training periods and offers of professional development programs at a specific labor market.Keywords: risk, personnel, quality. IntroductionPersonnel qualification plays an important role in achieving a higher quality level of operation and production in an organization, therefore solution of quality assurance problems is closely related to personnel. Modern market situation of total competition makes clear that not money and material resources are the main capital of a company, but people making them. Moreover, people are not merely a resource, but the most valuable asset of an organization; they differ from other types of resources, because human resources are a self-increasing value. Like any other resource, the human resource requires all the necessary and ongoing investment, as its quality directly affects the quality of products, the speed of execution of all necessary works and the overall level of costs [1; 2].Staff training and development becomes a permanent item of expenditures and a core responsibility of management. Therefore, the improvement of procedures for production and technical activities is achieved by improving the skills of the staff, developing its knowledge and skills. The purpose of the present paper is development of a methodology for reducing the risk of non-fulfilment of functions (work) by personnel.Risk assessment methods in human resources management are usually based on surveys among employees and the assessment of the employees' satisfaction. These methods suggest selecting several companies, organizing a survey and analyzing the results of the survey, what serves as a basis for developing measures to improve the working environment. Such surveys allow to identify risks stated by employees; however, they may be useless in detecting conflicts between functions. In other words, an employee can describe the problems related to his/her working functions but he/she is unable to identify problems related to the whole system of functions [3].The present paper approaches the problem under study differently. The general procedure includes the following steps. At first, we assess the functions performed by a specific employee, what allows to identify functions, which can be performed by several employees and functions per...

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“…4,5,8,12,13,15,18 are in the red risk zones (R), works under No. 1, 2, 3, 6, 7, 9, 10, 11, 14 are in the yellow zones (Y), and works under the numbers 16, 17 are in the green zones (G).…”

Section: Risk Assessment Methodologymentioning

confidence: 99%

Methodology for reducing risk of underperformance of personnel functions

Klochkova

Evdokimov

Klochkov

et al. 2018

Engineering for Rural Development

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“…Последующее применение FMEA позволит персоналу, который проводит оценку качества продукции, выявлять потенциальные несоответствия, которые могут возникнуть при проектировании и производстве продукции, устанавливать их причины и последствия и рассчитывать приоритетный риск для каждой характеристики продукта [8,9,11].…”

Section: разработка модели анализа качества продукции на основе интеграции методов Qfd и Fmeaunclassified

Adapting Quality Management Methods

Tveryakov¹

2020

Izvestiya of SSC RAS

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The purpose of adaptation of methods is to increase the effectiveness of quality management methods. Any method of quality management without appropriate adaptation to a specifi c production situation may be ineffective. This is due to the fact that in manuals and articles, authors demonstrate a wellknown practice of applying methods. However, it is impossible to develop a model or method for applying a method suitable for everyone. Therefore, before applying the method, it is necessary to adapt it to specifi c production conditions. Modifi ed Lotka-Volterra models are considered to study the interaction of several competing quality management methods. For a comprehensive analysis of product quality, it is proposed to combine Quality Function Deployment Methods (QFD) and FMEA. QFD analyzes identify consumer requirements for products. Subsequent use of FMEA identifi es potential inconsistencies that may arise in the design and manufacture of products, establish their causes and consequences, and calculate the priority risk for each product characteristic.

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“…Since self-regulatory processes can have both positive and negative directions for an enterprise, adequate ways should be found to assess, analyze, respond and create conditions for such processes that ensure the competitive development of the enterprise [2][3][4].…”

Section: Introductionmentioning

confidence: 99%

Data Analysis Model of High Self-Organization Processes

et al. 2021

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The article is devoted to the development of quality management systems in terms of the growth of process self-organization. Formulas for calculating the share and level of self-organization of processes are given based on the transaction expenses, compliance, and non-compliance costs. Forms of maps and schemes for monitoring processes of quality management systems with a high degree of self-organization are proposed.

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Reducing the risk of staff failures

Cited by 9 publications

References 6 publications

Methodology for reducing risk of underperformance of personnel functions

Methodology for reducing risk of underperformance of personnel functions

Adapting Quality Management Methods

Data Analysis Model of High Self-Organization Processes

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