Recognition and satisfaction - attractive from A to Z ?

Fou want to pinch yourself to make sure it's not a dream: about 400 quality managers surveyed are impressively satisfied with their job (see Fig. 1). A surprisingly clear statement on the state of mind of a professional group that finds itself in the middle of a maelstrom of unstoppable change processes. The interviewed quality managers show their progressive side: From their point of view, the changes have a very positive effect - which is not surprising in view of their higher acceptance and their improved hierarchical position in the professional environment.

Too good to be completely true

Well, the reality is not quite so fairytale-like after all. The observation that the survey results hardly reflect the real situation of quality management in Switzerland brings the beautiful dream to a somewhat rude end. The fact is that only well-trained quality managers were surveyed. Most of them have at least a certificate as a "quality and process manager", and many have also completed postgraduate studies at the higher technical college level or even an MAS at university on the subject of quality management. The interviewed group tends to move in a benevolent and fruitful professional environment. Achievements are appreciated, and professional development is generally supported. The persons interviewed can therefore be regarded more as trendsetters and pioneers of the future development of quality management than as "average" quality managers of our time.

Structured interviews with selected survey participants shed light on the reasons for the high level of satisfaction: Factors that explain the high level of satisfaction can be found in the corporate culture and in the attitudes of individuals. The responsible actors in the companies see themselves as part of a learning organization and act accordingly. "Enabling instead of commanding" or "from king to coach" is the magic word here - all in all, thoroughly forward-looking scenarios.

The reality in many companies, on the other hand, unfortunately still leaves a rather bitter aftertaste: Quality management is classified as a necessary evil and is largely operated as an alibi function. The expertise and commitment of professionals is held in low esteem, which often leads to frustration and dissatisfaction as a consequence. However, the silver lining of the trend on the horizon is obvious and the signals are now unmistakable: well-qualified quality professionals will consciously choose their employer in the future. Challenging tasks in a constructive, appreciative environment are sought and found.

Higher acceptance and more influence

The people interviewed are obviously able to generate a noticeable benefit for both the management and the employees. The simple formula for higher acceptance from all sides in the organization is probably: move - effect - notice. If you make a difference, you are welcome. Emotions are already involved, and this is something that sticks in the mind. Expressed in the language of the survey, this means: an increase in the perceived acceptance by the internal stakeholders (Fig. 2). Quality managers are networked within the company and have good access to management. However, relationships are only one important aspect; performance is clearly more important. Here the rule is: no acceptance without performance, no impact without improved results. No matter whether it is a small or a large improvement project in quality management - what counts is the successful realization. The relevance of the projects for the achievement of the company's goals is the most important factor. The more a project is aligned with the strategic direction of the company, the easier it is to gain the necessary commitment and support from management. But what can be done when all quality projects are on the sidelines? Then you need to be proactive and active: In order to gain access to the relevant projects, quality managers sometimes have to be braver and a little more self-confident. This is always worthwhile if you get the prospect of working on the essentials instead of picking peas according to the system "the good in the pot, the bad in the jar".

A high benefit for the customer and sustainability of good results are the central requirements to which quality management must orient itself in the future. On the other hand, compliance with management system standards is becoming less important - although this is of course not true to the same extent for all organizations without exception. In some industries, regulatory requirements continue to increase. It is precisely there that appropriate resources for quality management must be made available.

Increasing qualification requirements

What exactly makes the successful quality manager of the future? The people interviewed point to the change in the focus of work (Fig.3). Dealing with customer requirements and engaging in improvement projects are tasks of central importance for quality professionals. Their good qualifications, facilitation skills and knowledge of methods make them popular and welcome members of project teams. To effectively implement improvements in an organization, a good understanding of change processes is necessary. Supportive factors need to be strengthened, inhibiting factors need to be identified early on and countered with openness and creative ideas. Without the ability to react flexibly and situationally to people, to perceive sensitivities and structures, every quality manager is lost in the wilderness. These skills can also be trained, but in addition to methodological competence, they require above all a pronounced ability to reflect on one's own behavior.

The respondents named the following topics as the most important professional training needs: Efficiency and process improvement, handling knowledge, quality and error culture as well as the integration of risk management into the management system. With regard to social and personal competencies, the survey results show a need for further training in topics such as discussion management, moderation, conflict behaviour or problem-solving methods.

From "siding" to "career stepping stone

Compared to previous customer surveys, it is noticeable that the number of quality managers with between 1 and 5 years of experience has increased massively. The percentage of long-standing "veterans" in quality management is clearly decreasing. Many - especially young - people are only active in quality management for a limited period of time. It is not uncommon for the activity in quality management to be a secondary function for which only a proportion of the working time is available. Every second person interviewed works less than 60% of the working time in quality management.

The time of central staff functions, far away from the action, tends to be over. Quality experts must find answers where the relevant questions arise. In the operational structures close to the customer, solutions must be appropriate, available in a timely manner and contribute to improving results. Quality managers who want to be successful here must be able to work as team players in a solution- and project-oriented manner.

Many of the quality managers interviewed today increasingly see themselves in the role of an organisational developer and contribute to improving the results of the organisation. The skills and practical experience required for this strongly coincide with the requirement profile of managers. The survey results show this parallelism: The significantly improved hierarchical position of quality managers meets the changing requirements. The many career success stories of professionals in our networks confirm this pleasing trend.