Standard Operating Procedure (SOP) for Competence Development and Training Management
1.0 Purpose
This procedure aims
to define, establish, and continuously enhance the competence levels of all
employees from recruitment throughout their service. It encompasses the
identification of training needs and the evaluation of training effectiveness.
2.0 Scope
This procedure
applies to all sections of the laboratory.
3.0 Reference
Refer to the Quality
System Manual, Section 2.0, Clause 5.1.
4.0 Details
- 4.1.1 The Chief Operating Officer (COO) for marketing and administrative staff, and section in-charges for technical staff, are responsible for identifying the competence of each employee for assigned tasks, based on educational and professional qualifications.
- 4.1.2 The Human
Resources (HR) Manager maintains records of qualifications, induction,
professional achievements, training imparted, individual job descriptions,
medical and vaccination records, and appraisals.
- 4.1.3 Competence is
evaluated annually through a systematic approach by supervisors, identifying
competence gaps and training needs. A detailed training plan (F-CTG-01) is
created and shared with HR (F-TDM-01) for implementation.
- 4.1.4 Phlebotomists are evaluated through viva voce, post-training assessments, patient feedback, and the quality of samples submitted to the laboratory. Records of evaluations are retained for reference.
4.2 Orientation Program Management
- 4.2.1 The HR
Manager organizes company orientation for all new employees, coordinating with
functional heads for interactions.
- 4.2.2 Section
in-charges/HODs provide orientation training to familiarize new employees with
standard operating procedures and policies.
- 4.2.3 The orientation program lasts one week for technical staff and four days for non-technical staff (e.g., sales and marketing), focusing on job function management and interdepartmental awareness.
4.3 Job Assignment & Authorization
- 4.3.1 The COO
defines job responsibilities for section heads, while line managers, in
coordination with the COO and HR, define job descriptions (JDs) for other
staff, including scientific and technical personnel.
- 4.3.2 Section
in-charges authorize job-specific tasks in laboratory management, including
sample collection, examination, and equipment operation.
- 4.3.3 HR maintains and approves job authorizations via formal letters, documenting personnel roles and responsibilities.
4.4 Training and Development Management
- 4.4.1 Training
needs are identified through annual appraisals and individual Training Needs
Analysis (TNA) conducted by supervisors, who approve relevant training topics.
- 4.4.2 TNAs and
performance evaluations inform the creation of an Annual Training Plan for both
individual and group training.
- 4.4.3 The training
plan is budgeted and finalized in consultation with the COO in April/May for
the upcoming financial year.
- 4.4.4 Internal or
external trainers are selected based on organizational requirements.
- 4.4.5 Post-training
evaluations, via viva or written tests, are conducted for technical programs.
Employees scoring below 50% undergo retraining within three months, with
re-evaluation. Continuous training is provided for those who fail.
- 4.4.6 Feedback from
training sessions is collected and analyzed to enhance future training content,
infrastructure, and faculty.
- 4.4.7 The policy
for external training outlines employee eligibility and responsibilities for
internal and external training. Employees nominated for external training must
submit a signed nomination form to HR for approval and coordination.
- 4.4.8 Training
attendance is recorded by HR, and all training records are maintained as per
the Annual Training Plan.
- 4.4.9 The HR
Manager and Quality Manager review the Annual Training Plan monthly,
identifying and incorporating additional training needs.
- 4.4.10 HR maintains individual Training History Cards, documenting and retaining training records throughout an employee's tenure and for one year post-departure.
4.5 Competency Assessment during Recruitment
- 4.5.1 Recruitment
starts with approved manpower requirements. Indent forms (Annexure in the HR
Procedure Manual) outline staffing needs.
- 4.5.2 A structured
recruitment process assesses candidates' competencies, including skills,
knowledge, qualifications, and personal qualities, relative to job requirements.
- 4.5.3 Interview
schedules are organized, and candidate assessments are recorded on forms
provided in the recruitment SOP.
- 4.5.4 All personnel
must adhere to the organization’s ethics and disciplinary policies outlined in
the Employee Handbook.
- Annual Training
Plan
- Phlebotomist
Competency Assessment
- Post-Training
Evaluation
- Performance
Appraisal Forms for Executives and Officers
- Induction Plans for
Various Sections (e.g., Flow Cytometry, Cytogenetics, Surgical Pathology,
Phlebotomy)
- Training Feedback
Form (obsolete)
- Nomination Form for
External Training (obsolete)
- Individual Training Need Analysis (obsolete)
6.0 List of Work Instructions
- HR Procedure Manual
- Employee Handbook
- Personal Files
(including CV, Job Description, Qualifications, Induction Records, Training,
Medical, Appraisal Records)
- Training Attendance
Register (obsolete)
- Training History
Card (obsolete)
- Post-Training
Evaluation Records
END OF THE DOCUMENT
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