Let's look at the standard mistakes made in organizations at the very beginning of the formation of quality control departments.
Appoint an existing specialist as the head of the quality control department.
It seems like a logical option to hire someone who already works in the company, has experience, is loyal, and understands all business processes for a management position. But there is one problem: he is not a leader, but an ordinary performer, a process engineer.
What does it mean?
He doesn’t know how to manage people: distribute current tasks, motivate, make a schedule, etc.
He has no experience in greece email list developing strategy. Managing a department means constantly evaluating many factors and contributing to the development of the company as a whole.
Conflicts with other employees who were not selected for this leadership position are likely. It is not a fact that the new boss will be able to resolve them competently.
But if the company is ready to invest in the development of a new manager and give him enough time to adapt and develop missing skills, this is also a good option.
But if the department is large and complex strategic tasks need to be solved right away, and under high workload, then it is better to hire a manager from outside.
Recruiting too many staff.
It seems that the more specialists, the higher the efficiency of the future quality control department, because it will be able to perform more tasks per unit of time. But this is not true.
But there will definitely be problems:
Significant expenses on salaries that will not be recouped anytime soon.
Underutilization of employees.
Imbalance in the distribution of tasks if there are too many employees.
It is necessary to carefully calculate all expenses and benefits so as not to inflate the staff unnecessarily.
The functionality of the new department is not well thought out.
We have already named the reasons for creating a special department for quality control. In practice, such departments are often created for one purpose - image, for the sake of prestige. The set of functions and tasks of the new department is not clearly defined.
In general, all tasks solved by quality control services are:
global (increase in average bill by 30% within six months, increase in target percentage of upsells, etc.);
current (increase the performance of each employee by 4% every month, offer clients additional services every month with every phone call).
Both types of tasks include deadlines. If the new department knows not only what to do, but also how long it will take, it will be able to start moving toward the result right away.
The expenditure of the salary fund and budgets is not controlled.
Often, a new division is given complete freedom in spending money. After all, it will have to purchase equipment, pay for software products, etc.
The quality control department is not always staffed with all the necessary specialists at once. It can also be the other way around: first they hire one, then the next, etc. This causes uncontrolled spending of the company's working capital on salaries, and the new department is looked at askance.