INTERNATIONAL ISO

STANDARD 10018

Second edition
2020-04

Quality management — Guidance for

people engagement
Management de la qualité — Recommandations pour l’engagement
du personnel

Reference number
ISO 10018:2020(E)

© ISO 2020
ISO 10018:2020(E)


COPYRIGHT PROTECTED DOCUMENT

© ISO 2020
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting
on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address
below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Fax: +41 22 749 09 47
Email: [email protected]
Website: www.iso.org
Published in Switzerland

ii  © ISO 2020 – All rights reserved

 ISO 10018:2020(E)


Contents Page

Foreword......................................................................................................................................................................................................................................... iv
Introduction...................................................................................................................................................................................................................................v
1 Scope.................................................................................................................................................................................................................................. 1
2 Normative references....................................................................................................................................................................................... 1
3 Terms and definitions...................................................................................................................................................................................... 1
4 Context of the organization and quality culture................................................................................................................... 1
4.1 Considerations......................................................................................................................................................................................... 1
4.2 Link to ISO 9001 and other quality management standards and systems........................................... 2
4.3 Possible action steps........................................................................................................................................................................... 2
4.4 Potential benefits................................................................................................................................................................................... 2
5 Leadership................................................................................................................................................................................................................... 2
5.1 Considerations......................................................................................................................................................................................... 2
5.2 Link to ISO 9001 and other quality management standards and systems........................................... 2
5.3 Possible action steps........................................................................................................................................................................... 3
5.4 Potential benefits................................................................................................................................................................................... 3
6 Planning and strategy...................................................................................................................................................................................... 4
6.1 Considerations......................................................................................................................................................................................... 4
6.2 Link to ISO 9001 and other quality management standards and systems........................................... 5
6.3 Potential action steps......................................................................................................................................................................... 5
6.4 Potential benefits................................................................................................................................................................................... 6
7 Knowledge and awareness.......................................................................................................................................................................... 6
7.1 Considerations......................................................................................................................................................................................... 6
7.2 Link to ISO 9001 and other quality management standards and systems........................................... 6
7.3 Possible action steps........................................................................................................................................................................... 7
7.4 Potential benefits................................................................................................................................................................................... 7
8 Competence................................................................................................................................................................................................................ 7
8.1 Considerations......................................................................................................................................................................................... 7
8.2 Link to ISO 9001 and other quality management standards and systems........................................... 8
8.3 Possible action steps........................................................................................................................................................................... 8
8.4 Potential benefits................................................................................................................................................................................... 8
9 Improvement............................................................................................................................................................................................................. 9
9.1 Considerations......................................................................................................................................................................................... 9
9.2 Link to ISO 9001 and other quality management standards and systems........................................... 9
9.3 Possible action steps........................................................................................................................................................................... 9
9.4 Potential benefits................................................................................................................................................................................... 9
Bibliography.............................................................................................................................................................................................................................. 10

© ISO 2020 – All rights reserved  iii

ISO 10018:2020(E)


Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www​.iso​.org/​directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www​.iso​.org/​patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and
expressions related to conformity assessment, as well as information about ISO’s adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see www​.iso​.org/​
iso/​foreword​.html.
This document was prepared by Technical Committee ISO/TC  176, Quality management and quality
assurance, Subcommittee SC  3, Supporting technologies, in collaboration with Technical Committee
ISO/TC 260, Human resource management.
This second edition cancels and replaces the first edition (ISO 10018:2012), which has been technically
revised. The main changes compared with the previous edition are as follows:
— in accordance with the revised ISO quality management principles, “people involvement” has been
changed to “people engagement”;
— the different clauses have been linked to those in ISO 9001:2015;
— a smaller section has been dedicated to competence as the majority of that text has been transferred
to the revised ISO 10015:2019.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www​.iso​.org/​members​.html.

iv  © ISO 2020 – All rights reserved

 ISO 10018:2020(E)


Introduction
While the term “quality” is defined in ISO 9000:2015, many definitions of the term can be found. Most
concur that it is based upon making organizations perform for their interested parties: from improving
products, services, systems and processes to making sure the entire organization is fit and effective
and what it does is fit for purpose, and not only stays that way but keeps improving.
Quality is pursued in many ways, from informal approaches to a systematic, enterprise level operating
under certification to ISO  9001:2015 and other standards. A common challenge is the difficulty in
encouraging people to engage with those arrangements within the context of their cultures, traditional
work values, perceptions and practices.
In a more general context, people engagement is the emotional commitment that people have to the
organization and its goals. This emotional commitment means engaged people actually care about their
work and their organization. They don’t work for just a paycheck, or just for the next promotion, but
work towards the organization’s goals. When we consider engagement with quality, it is an extension of
this emotional commitment.
In the hiring of people, an organization should consider both value alignment and skills.
Practical difficulties to achieve engagement include the following examples:
— quality has a reputation of being linked to compliance rather than a collective pursuit of excellence;
— quality is seen as a technical discipline and not “the best way to get things done” of relevance to all;
— language and tools can be used to make quality seem inaccessible to those not formally trained;
— quality professionals often lack the “softer skills” necessary to change the paradigm.
This document provides guidance on how important changes can be made to the level of people
engagement with quality within organizations of all types and sizes to the benefit of all interested
parties.
The following concepts are addressed throughout Clauses 4 through 9:
a) considerations;
b) link to ISO 9001 and other quality management standards and systems;
c) potential action steps;
d) potential benefits.
Although this document is intended to address these concepts in relation to quality management
standards, they can be applied to other management systems, standards and disciplines.

© ISO 2020 – All rights reserved  v

INTERNATIONAL STANDARD ISO 10018:2020(E)

Quality management — Guidance for people engagement

1 Scope
This document gives guidelines for engaging people in an organization’s quality management system
and on enhancing their involvement and competence within it.
This document is applicable to any organization, regardless of its size, type or activity.

2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 9000:2015, Quality management systems — Fundamentals and vocabulary

3 Terms and definitions

For the purposes of this document, the terms and definitions given in ISO 9000:2015 apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://​w ww​.iso​.org/​obp
— IEC Electropedia: available at http://​w ww​.electropedia​.org/​

4 Context of the organization and quality culture

4.1 Considerations
Organizational culture refers to the beliefs and behaviours that determine how employees and
management interact and handle beyond-organization transactions. Often, culture is implied, not
expressly defined, and develops organically over time from the cumulative traits of the people who are
involved. In other situations, it can be the result of the personality and philosophy of a powerful and
influential leader.
Social media allows those impacted to have a voice far more powerful than traditional marketing
activity. For most organizations, quality has never been more important. Customers have a near
limitless ability to search for products and services from around the world and to review objective
performance data from numerous sources. At the same time, people prefer to be associated with an
organization with a positive cultural image.
These pressures and opportunities require new approaches to quality, and the development of quality
cultures in which people see quality as central to their workplace identity is one such approach.
A common quality expectation is an integral component to such a quality culture. Leadership and
management need to establish unity of purpose and shared values. People should know the relevant
quality objectives, commit to the strategic direction, and understand the quality expectations and
targets that apply to their specific role.

© ISO 2020 – All rights reserved  1

ISO 10018:2020(E)


4.2 Link to ISO 9001 and other quality management standards and systems
ISO 9000:2015, 2.2.1, states that “an organization focused on quality promotes a culture that results
in the behaviour, attitudes, activities and processes that deliver value through fulfilling the needs and
expectations of customers and other relevant interested parties”.

4.3 Possible action steps

The establishment of a quality culture is helped by taking the following steps:
a) embedding quality within a written value statement;
b) aligning the consistent behaviour of top management to support the written value statement;
c) having a clear and well-defined organizational structure that allows the cascading of values
throughout the organization;
d) having effective support systems (such as information technology) for communicating the intent of
the quality culture;
e) capturing stories that show the quality culture in action with associated valuable outcomes;
f) continuing to celebrate the successes of the quality culture.

4.4 Potential benefits

A strong, positive quality culture, where people agree upon and care deeply about organizational values,
can improve organization performance, motivate people and coordinate their behaviour towards a
vision and specific performance goals.

5 Leadership

5.1 Considerations
Leaders establish unity of purpose and the direction of the organization. They should create and
maintain the internal environment in which people can become fully involved in achieving the
organization’s objectives. Leadership provides a clear focus for people throughout an organization and
enables them to follow a path to achievement of the organizational objectives.
A leader needs to possess the necessary competences to achieve this.
Leaders define objectives and designate resources, and they act in a more strategic role. Managers
organize resources to achieve a result by engaging the people in the organization, and they act in a
more tactical role. Managers coordinate activities to direct and control an organization.
Leadership is the process for determining a possible future state that does not yet exist. Management
is the coordinated activities to direct and control an organization (as defined in ISO 9000:2015, 3.3.3).
For an organization to succeed, it is imperative that it has both effective leadership and management.

5.2 Link to ISO 9001 and other quality management standards and systems
Through effective leadership, top management is held accountable for ensuring the overall effectiveness
of the quality management system by keeping the quality policy and quality objectives in alignment
with the strategic direction of the organization, by integrating the quality management system
requirements into the organization’s processes, and by supporting other members of the management
team in their respective areas of responsibility.

2  © ISO 2020 – All rights reserved

 ISO 10018:2020(E)


5.3 Possible action steps

5.3.1 Typical components of leadership include the following.

a) Vision — A description of a desired possible future state, such as envisioning a possible engagement
strategy that facilitates the improvement of organizational outcomes. In the context of the quality
management system, leadership should develop the vision of a future state that would enhance the
achievement of desired outcomes. For example, many people view the quality management system
as a series of documents and records to which their activities should align. The desired possible
future state of a quality management system is that it results in positive organizational success and
societal benefits.
b) Alignment — The ability to align people to the vision of the desired possible future state, thereby
attaining their commitment and support.
EXAMPLE 1 Obtaining the concurrence of top management in the vision of the desired future state of the
quality management system.

c) Enablement  — The provision of necessary resources and the removal of barriers to achieving a
desired future state.
EXAMPLE 2 Providing any training required to achieve a desired possible outcome.

5.3.2 In addition to the provided functional breakdown of leadership, it is important to consider the
typical attributes of effective leaders, which include the following.

a) Passion — Great leaders have a passion for their work and believe it to be truly important. Sharing
that enthusiasm is motivating for all people involved and is a way to leverage greater success.
b) Communication — Strong leaders know the importance of and how to communicate with people at
all levels of their organization. Messages are clear and accessible. They leave people in no doubt as
to what is expected and motivated to want to do it.
c) Commitment to others  — Effective leaders know that they do not exist alone and need other
people to help them achieve their vision. Those people deserve the support and encouragement
appropriate to their own contribution and current capabilities.
d) Team building  — Collaborative leaders see that we all achieve more when we work together.
Working across roles and functions brings energy, ideas and new solutions to any task.
e) Decisiveness — People will often look to their leaders, not for perfection, but for someone able to
make quick, considered, and well discerned decisions to allow them to focus on deployment within
an agreed set of priorities.
f) Empathy — Good supportive leaders always take into consideration other people’s points of view.

5.4 Potential benefits

The benefits of effective leadership include:
a) the development and realization of the vision;
b) an engaged workforce, supportive of quality and the quality management system;
c) the absence of barriers to the achievement of desired outcomes;
d) improved and sustainable productivity;
e) organizational resilience and agility;
f) innovation and creativity.

© ISO 2020 – All rights reserved  3

ISO 10018:2020(E)


6 Planning and strategy

6.1 Considerations
Before considering the methods by which engagement with the organization’s purpose and strategic
direction can be promoted by the people, it is necessary to first place strategy in context through its
relation to vision. Figure 1 demonstrates the relationship between the vision, strategic direction and
quality management system within an organization.
An organization’s vision should be an overriding idea of what it aspires to be. It should provide a
destination that can be used to guide actions and decision-making. A vision is usually a carefully crafted
statement prepared by the organization’s leader or leadership team that describes in simple terms what
the organization stands for. “We aim to be the world’s soft drink of choice” or “Our dream is to be the
finest confectioner in our community” are equally valid.
To be effective, a vision requires courage, as it needs to describe a future state. It also requires
measurement. How will the organization know when it is the finest confectioner in the community? To
track the journey, what position does the organization hold now? Where does it need to be?
A simple review of websites will reveal that while some organizations have addressed these two key
attributes, many others have not. Common failings include visions that celebrate the “now” rather than
guide the future, visions that are so vague in aspiration that attainment and measurement are equally
unlikely and visions that are much closer to being statements of values or ethos. These do not lack value
but are not visions.
With its vision established, an organization is ready to develop its strategy, which is the road map for
achieving its vision.
In practical terms, it is unlikely that the full strategy will be defined at an initial stage. More likely
is that the very broadest structure will be in place with increasing content developing over time. For
example, becoming “the finest confectioner in the community” may be based on a 10-year programme
of acquisition and product range enlargement but is unlikely that every target and new product will be
defined at the outset. What is important is that the end destination remains clear and that operational
actions remain strategically aligned. It should also be noted that the vision and associated strategy can
change over time in response to internal and external factors, but if effectiveness is to be maintained,
these are changes that should be carefully considered at appropriate organizational levels.
Leaders should encourage appropriate and aligned behaviours to maintain and improve quality within
the organization by means of sound decision-making and application of risk-based thinking.

4  © ISO 2020 – All rights reserved

 ISO 10018:2020(E)


Figure 1 — Relationship between people engagement, strategic direction and the quality
management system within an organization

6.2 Link to ISO 9001 and other quality management standards and systems
ISO  9001:2015 places enhanced responsibility on “top management” to demonstrate leadership,
commitment and accountability with respect to the effectiveness of the quality management system.
In particular, it is noted that the quality policy and objectives, which in turn support the quality
management system, are compatible with the strategic direction of the organization.
It is clear that if vision and strategy are not properly constituted and aligned, key principles of
leadership and management are undermined, and the overall effectiveness of the quality management
system is compromised.

6.3 Potential action steps

At the simplest level, for basic conformity to ISO 9001:2015, it is necessary for people to align the quality
management system with the organizational vision and strategy. This aligning might fall short of what
can be achieved, so people should not be required to follow visions to which they do not subscribe or to
ineffective strategies.

© ISO 2020 – All rights reserved  5

ISO 10018:2020(E)


Engagement with the quality of products and services and the quality management system has many
facets. Without genuine alignment, quality remains a disconnected component of the organization.
Alignment transforms this situation and shows the high-level value that can be contributed.
Engagement with those at operational levels is also key. The actions at that level should serve to provide
far more relevance to the activities of people and the requirements of the quality management system.
Many challenges with people engagement arise from the lack of relevance. There are many examples of
the quality management system being “those files in the office” and people being in charge of audits and
correcting “people” when things go wrong.
Some methods using people engagement to develop and manage the strategy include:
a) determine the expected outcomes;
b) involve interested parties and define their contributions;
c) clarify the understanding of their individual roles in implementing the strategy;
d) improve people’s competence aligned to strategy;
e) understand the effects of not developing quality for the internal organization and for relevant
interested parties.

6.4 Potential benefits

An organization can benefit from contributions to the development of its vision and strategy from a
wider range of people, not only top management.
Some potential benefits to the organization’s strategic direction and overall success include:
a) greater involvement and contributions of the organization’s staff;
b) greater clarity to personnel in understanding their individual roles in implementing the strategy;
c) improved people’s competence;
d) achieving the organization’s vision and strategy;
e) improved performance;
f) better engagement;
g) higher levels of customer and employee satisfaction;
h) improved productivity.

7 Knowledge and awareness

7.1 Considerations
ISO  30401:2018, 3.25, defines knowledge as the “human or organizational asset enabling effective
decisions and action in context”.

7.2 Link to ISO 9001 and other quality management standards and systems
ISO 9001:2015, 7.1.6, requires that organizational knowledge is maintained and made available to the
extent necessary.

6  © ISO 2020 – All rights reserved

 ISO 10018:2020(E)


7.3 Possible action steps

Knowledge and awareness are motivational facilitators that can promote improved individual
performance in organizations. The organization should analyse the results of the performance of
people through such means as performance reviews, periodic evaluations, on-site reviews, etc. and
distribute that information throughout the organization to build awareness and foster performance
improvement. The organization should encourage people to use self-evaluation as a means to improve
individual knowledge and awareness.
Some methods to enhance knowledge and awareness include:
a) communicate using the appropriate language, language level and medium to facilitate the
assimilation of knowledge;
b) use tools such as coaching and mentoring;
c) motivate the ongoing enhancement of learning;
d) nurture the development and retention of knowledge.

7.4 Potential benefits

A knowledge management system supports the acquisition, distribution and retention of desired
knowledge within an organization. The benefits of a structured approach are likely to include:
a) better decision-making and creative thinking;
b) sharing of effective approaches and solutions;
c) development of innovation and growth;
d) improved organizational performance and customer service;
e) improved protection of developed organizational intellectual capital.

8 Competence

8.1 Considerations
Competence is the ability to apply knowledge and skills to achieve intended results (as defined in
ISO 9000:2015, 3.10.4) The benefit of training and development is the increase in competence, which
leads to an increase in a person’s ability to create value for the organization and its customers.
Training and development are essential factors in people engagement, including the management of
industrial/labour relations, and formal grievances. Successful organizations apply the knowledge and
skills of their people in a way that creates value for the organization and its customers.
Learning is the process of acquiring knowledge or skills through experience, from study or from
instruction. Formal learning will often result in a person receiving qualifications. Learning processes
may apply to a person or collectively to an organization. An organization should recognize that people
learn in different ways. Some people are more suited to a classroom environment; while others are
inclined to a mentoring environment; while still others learn better in a web-based environment.
A learning organization focuses on increasing and retaining its knowledge to enhance the organization’s
capacity for performance. The organization needs to have competent staff in order to be competitive.
To achieve the necessary flow of information and knowledge and become a learning organization, the
organization’s processes need to be combined into a management system. An organization’s ability to
learn enables it to be more competitive.

© ISO 2020 – All rights reserved  7

ISO 10018:2020(E)


The benefits of an effective learning process are increased achievement, job satisfaction and job
security. These lead to an improvement in attitude and motivation. Improvements in competences
such as communication leads to improvements in product quality and better customer service. For the
organization, this leads to increased competitiveness and profitability.
Training is the process by which people learn skills and competencies. Development is the process by
which people change and become more competent. The intent is to engage people with the journey
towards a personal connection with strategic direction and outcomes.

8.2 Link to ISO 9001 and other quality management standards and systems
Ongoing training, education and diversified experience are prime means to achieve necessary
competence so that the performance and effectiveness of the quality management system can be
achieved.

8.3 Possible action steps

8.3.1 When considering the improvements that can be made, it may be helpful to review the barriers
to engagement described earlier in this document. This review triggers some direct questions, including
the following.

a) If people engagement with the quality management system is desired, at what stage is training
provided to appropriately define its nature and value?
b) In this training, is quality presented as a specialist discipline or a part of normal process activities?
c) Is the training material structured to present quality tools and techniques in an easily
accessible manner?
d) Are the quality management professionals and other people trained to take quality to the
organization in a compelling manner?

8.3.2 Training should also be seen as an activity that starts from a new person’s first experiences. The
recruitment process should send a message about the organization’s approach to the quality management
system. The quality management system should appear at an early stage in the organizational entry period:

a) quality should be linked to the collective pursuit of excellence, as simply the best way to get
things done;
b) language and tools should be used to make quality more accessible to those not formally trained;
c) quality professionals should possess the soft skills necessary to enhance people engagement.

8.3.3 Training is a major driver of effective performance; therefore, organizations need to ensure
that it also drives people engagement. Training plans should be linked to some form of competence
requirement within a job description.

8.4 Potential benefits

Organizations whose people are engaged perform better than organizations whose people are not
engaged. When employees are engaged at work, they feel a connection with the organization. They
believe that the work they’re doing is important and subsequently work more effectively.

8  © ISO 2020 – All rights reserved

 ISO 10018:2020(E)


9 Improvement

9.1 Considerations
The organization should ensure the continual improvement of its strategies, policies and activities
relevant to people engagement. Improvement of people engagement enhances an organization’s agility
and resilience in responding to changes in internal and external issues.

9.2 Link to ISO 9001 and other quality management standards and systems
ISO 9001:2015, 10.3, requires that the organization continually improve the suitability, adequacy and
effectiveness of the quality management system. The organization is required to consider the results of
analysis and evaluation, and the outputs from management review, to determine if there are any needs
or opportunities to address as part of continual improvement.

9.3 Possible action steps

Improvement should be routinely celebrated as a proactive strategy to support broader organizational
development and outcomes. The organization can support improvement by:
a) leveraging the outcomes of training, knowledge and awareness to improve the effectiveness of its
people engagement strategies, policies and activities;
b) engaging others in the evolution of its culture;
c) engaging people at all levels when making changes to its strategic direction in response to changes
in internal and external issues;
d) engaging people at all levels to help ensure the improvement of its leadership and management
processes.

9.4 Potential benefits

Improvements to the people engagement strategies, policies and activities can provide the following
benefits:
a) the embellishment of the organization’s quality culture;
b) innovative approaches to products, services and processes;
c) improvements to outcomes;
d) the reduction of risks and the enhancement of opportunities.

© ISO 2020 – All rights reserved  9

ISO 10018:2020(E)


Bibliography

[1] ISO 9001:2015, Quality management systems — Requirements

[2] ISO/TS 9002, Quality management systems — Guidelines for the application of ISO 9001:2015
[3] ISO 9004, Quality management — Quality of an organization — Guidance to achieve sustained success
[4] ISO 10005, Quality management — Guidelines for quality plans
[5] ISO 10006, Quality management — Guidelines for quality management in projects
[6] ISO 100141), Quality management — Guidelines for realizing financial and economic benefits
[7] ISO  10015:2019, Quality management — Guidelines for competence management and people
development
[8] ISO 30401:2018, Knowledge management systems — Requirements
[9] ISO. Quality Management Principles. ISO, 2015. Available from: https://​w ww​​.iso​​.org/​publication/​
PUB100080​​.html
[10] ISO. Selection and use of the ISO 9000 family of standards. ISO, 2016. Available from: https://​w ww​​
.iso​​.org/​publication/​PUB100208​​.html

1) Under preparation. Stage at the time of publication: ISO/DIS 10014:2020.

10  © ISO 2020 – All rights reserved

ISO 10018:2020(E)


ICS 03.100.30; 03.120.10
Price based on 10 pages

© ISO 2020 – All rights reserved