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Corrective Action Program Best Practice 5 – Anonymous Condition Reports
Regardless of the degree to which an organization embraces the values of a learning organization, the reporting of some specific adverse conditions or trends may be perceived to be unwelcomed by one or more potential condition report authors. Whether or not a chilling environment exists, individuals having this perception will likely not report these specific issues and may report few, if any, others because of a fear of reprisal. Consequently, such circumstances rob an organization of the opportunity to improve unless there is a mechanism in place that provides these individuals with a degree of professional safety.
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About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
Active employee engagement is critical to corrective action program effectiveness. Not only are engaged employees more dedicated to reporting the occurrence of adverse conditions and trends, they are more also more committed to identifying and implementing corrective actions. Subsequently, leaders should proactively involve employees throughout the corrective action process.
Effective condition report forms balance the need for data with the ease of problem reporting. Enough data must be collected to enable problem investigation, prioritization, and resolution. Concurrently, the administrative burden of completing a condition report must be minimized to facilitate issue reporting.
Organizations experience incidents of every sort, some with almost imperceptible impacts and others inflicting catastrophic consequences. While impractical to mitigate all adverse events, it is imperative to prevent recurrence of the most significant incidents, important to limit the frequency and impact of moderate happenings, and necessary to only correct low impact deficiencies. Such a grade approach to corrective action implementation optimally applies the organization’s resources based on the value of event recurrence mitigation.
Improvement opportunities abound; ranging from everyday failures and performance enhancements to strategic acquisitions and marketplace openings. While these opportunities may represent some value to the organization, each requires different resources in varying quantities and offers a unique and unequal return on investment. Consequently, it is important to evaluate the urgency and need of these items collectively when determining which improvements to pursue. Employing a single repository within which all of the organization’s opportunities are collected facilitates these ongoing evaluations.
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