Quality Control

Inspirational Development Group’s quality assurance policy is to achieve sustained, profitable growth in the business by providing consultancy and services which consistently satisfy the needs and expectations of our clients, customers, suppliers and stakeholders.

This level of quality is achieved through the adoption of a system of procedures that reflect the competence of the group to existing customers, potential customers, and independent auditing authorities.

Achievement of this policy involves all staff, who are responsible for the quality of their work and customer interactions, resulting in a continually improving working environment for all. This policy is provided and explained to each employee by the Quality Manager/Operations Director.

To achieve and maintain the required level of assurance the Quality Manager retains responsibility for the Quality System with routine operation controlled by the Quality Manager.

The objectives of the Quality Assurance System are:

a) To maintain an effective Quality Assurance System complying with International standards.
b) To achieve and maintain a level of quality which enhances the Group’s reputation with clients, customers, suppliers and stakeholders.
c) To ensure compliance with relevant statutory and safety requirements.
d) To endeavour, at all times, to maximise customer satisfaction with the services provided by Inspirational Development Group.

Contract Control

The Group offers both generic and bespoke solutions and services to meet customer needs. Specialist service requirements differ from one customer to another (and from one contract to another), therefore each tends to be quoted for the specific contract.

Once a proposal is accepted by the customer, or an order is placed, it is recorded and reviewed to establish that the requirements of the order are adequately defined and documented, any differences from the proposal are resolved, and the Group is capable of fully satisfying the customer’s requirements.

In addition to the original order/contract specification the customer may also request additional/variable work to be undertaken by the Group. In these circumstances the work content is documented and agreed with the customer prior to execution to ensure that no ambiguity exists.

Design Control

All Design activities are strictly controlled to ensure that the design output information complies with customer/contract requirements, and all design input data.

Design activities are planned and normally executed by specialists and are subject to regular management, review and verification by the Commercial Director, and where relevant, agreement with the Customer.
The design input and output items are documented, and where ambiguity exists, will be clarified and documented. All items of design documentation and notes are recorded in a design project file. Design output documentation is produced and reviewed to ensure that it:

  • Meets the design input
  • References the design input or appropriate criteria
  • Identifies all of the characteristics which are critical to the effective implementation of the solution.

Design output is reviewed and approved by the Commercial Director, and is also provided to the customer for approval prior to use. Validation of the design is achieved during commissioning of the programme or intervention to confirm compliance to the customer’s requirements.

The designer is required to specify any elements which may vary the design, by practical means, at the earliest possible stage of development.

All changes to the design criteria, input or output are subject to strict review and documentation control procedures.

Training Control

The policy of the Group is to ensure that all personnel are trained and experienced to the extent necessary to undertake their assigned activities and responsibilities effectively. The company generally procures and recruits employees capable of meeting the academic, behavioural, technical skills and experience required of the group’s activities.

All staff and senior employees are responsible for recommending the training needs of others, and for ensuring that all employees allocated specific tasks are suitably qualified and experienced to execute those tasks. Once training needs are identified these are provided under the responsibility of the Directors.
Full records are maintained of all training undertaken by employees.

Effectively Measuring Success Control

We are passionate about collecting tangible evidence of improvement, payback and return on investment (ROI) from our programmes from a behavioural, organisational and financial perspective.

We collect detailed participant feedback after every workshop using an online Kirkpatrick evaluation questionnaire.

Together with our facilitators and clients, we distil the key messages from the Kirkpatrick feedback reports and amend the presentational style and/or content of the programmes as necessary, to meet changing organisational and business requirements.

As an example of this process we have compiled data covering 4,500 delegate responses from more than 250 of our programmes.

This measures the following areas:

  • Delegates reaction to the training (4.29)
  • The delegates learning environment at work (4.03)
  • The impact of the training at their workplace (4.24)
  • The trainers’ effectiveness (4.54)

Our historic performance in these areas, out of a possible score of 5, is represented in brackets against each criteria.

We also utilise our own leadership, followership, partnership 360° feedback surveys which measure capabilities in 15 different areas on a before-and-after basis, to provide measureable evidence of new skills in action and behavioural change.

We also work with our clients to tailor pre and post programme 360° feedback to bring their own internal competency frameworks alive, thus ensuring that development and its measurement is joined up with internal performance management and talent development processes.

Our clients are offered the opportunity to allow their delegates to focus their newly acquired skills and behaviours on making a measureable, positive difference to the business, through the application of a six month quick-win action learning team payback project which they select and scope using the following criteria:

  • Deliver measureable, financial payback benefits to the organisation above and beyond normal ‘business as usual’ activities
  • Enable them to role-model exemplary leadership, followership, partnership behaviours and to practically apply their learning
  • Stretch all of the participants to think and act more strategically, commercially, creatively and collaboratively.