Creating a Quality Assurance (QA) Culture

So how do you rise from the ranks of simply saying "yes, we have a program" while you rummage around to find the last dust-covered report to the rarified air of having a true Quality Assurance culture within your organization? While it may look different from company to company, those who have been successful share some commonalities:

Communicate, Communicate, Communicate. For those of you keeping score at home, that was three "communicates." Surprises are great for birthdays and retirement parties, but not the greatest way to launch a QA program. Discord and pushback are inevitable when a QA program is launched, but it can be minimized through proper preparation and communication. Creative emails, informative webinars, and candid talkback sessions are just some of ways to ensure that all employees – from "suite to street" – have adequate time to not only accept that a program is coming, but also feel that their voice has been heard in the process.

More than One Man – or Woman. Big or small, leaving your Quality Assurance program to one person in your organization can be challenging at best, and a recipe for disaster at worst. While designating a point person for a QA program is paramount, ensure that person has support to handle the inevitable phone calls and emails from your managers, department heads, and other associates about the program. In today's tightly staffed world, if a program must be left to one person, emphasize the importance of their role by delegating everyday tasks and other responsibilities to others. If a program is simply added to someone's already overflowing plate, how long will it take for the program to fall off?

Ownership at Every Level. Be it a champion, ambassador, or another flashy title, QA programs are most successful when people are actively promoting it at every level of an organization. For small organizations, designate one champion per department to not only serve as a program advocate and expert, but also as the cheerleader-in-chief who recognizes departmental employees who perform well during an evaluation. For larger, more complex organizations, think about adding regional or divisional champions who coordinate and promote the QA process among multiple properties. The more program advocates at your disposal, the more buy-in your program will receive.

Recognize and Reward. Yes, the truth can sometimes hurt…but it can also be inspiring. QA programs are all too often solely associated with companies "laying the hammer down" to get rid of poorly performing locations and employees. During the sales process at LRA, when we position these programs as "learning initiatives, designed to 'catch people doing right' and foster a culture of continuous improvement," we're usually greeted with eye rolls. Yet QA programs can expose some of your organization's best unsung heroes who quietly provide world-class service to your customers. Rather than using your program exclusively to weed out bad performers, use the QA program to reward those associates who do an outstanding job on an everyday basis. Not only will this boost associate morale, it also makes your QA program something to embrace, not be frightened of.

With so many competing priorities and goals in today's corporate climate, keeping quality assurance top of mind is a continual challenge. A well-crafted Quality Assurance program, coupled with a sincere effort to make the program "stick" at every level of an organization, has a solid chance of becoming not just another task, but a way of life within your company.

Feedback? Email Shannon at [email protected].