Published: 9 Aug 2016

The past year has seen the CQI begin to reposition the quality profession with the introduction of the CQI Competency Framework.

The framework provides an overview of the competencies the profession needs to do its job effectively and it is structured around the role quality professionals play in an organisation – Governance, Assurance and Improvement, as well as Leadership and understanding the Context in which we work.

We have seen quality professionals take on board the messages of the framework to bring numerous successes in their own workplaces. Here are the top tips on implementing the framework from those paving the way for quality in their own organisations:

1.‘Implementing the framework, on a personal level, gave me a more structured approach for facing complex issues’

‘Changing the perception of quality remains high on the agenda for many of us, and it is easy to understand why some may have become disillusioned in the past when wondering how this could be achieved. We can become recognised as innovative agents of change, which is particularly important for the next generation of quality professionals. We can embed a simple but effective approach to quality, and as a result, the framework becomes a powerful catalyst for professional development. Too often the principles of quality are overlooked. When implementing these competencies, pay close attention to engaging with those in your organisation, remaining customer focused and always aiming to improve.’

Alan Ovens, PCQI, procurement assurance and governance specialist at PA Consulting

2.‘The Competency Framework helped me set, communicate and execute our strategy in a way that could be understood at all levels’

‘We’re keeping it simple to start with, so that as many people as possible can contribute to our developing model. As our experience of using the framework grows, it may evolve into something more complex. So far it has further raised the visibility, awareness of and appetite for quality…If I had designed a model myself it may have come into question whether it was the right approach but because the CQI is highly regarded in the organisation, its framework was widely accepted as a best-practice approach – it’s what made it an easy ‘sell’ to the business.’

Kevin Jordan, MCQI CQP, quality manager at Saint-Gobain

3.‘The framework has been crucial in spreading the quality narrative throughout our company’

“The release of the CQI Competency Framework (in July 2014) did validate what I believe quality is and how it is achieved. It also caused me to reflect on the extent to which I developed the core ‘Leadership’ competence. As a result, I have taken a more measured approach since taking up my post as Head of Quality at Nuvia. I have applied the Governance, Assurance and Improvement sections of the framework to the management of my own team – incorporating lessons I learned from previous jobs to ensure that good governance, agile assurance and a culture of continuous improvement exists – not only within the company I work for but also within my own team.”

Ian McCabe, MCQI CQP, head of quality at Nuvia

Find out how Alan, Kevin and Ian have implemented the Competency Framework by reading the May, September and October issues of QW.