Nuffic on the path towards ISO certification
17 Apr 2009
ISO certification is a key part of promoting a quality-oriented mentality amongst Nuffic employees. Nuffic first initiated the process of ISO certification in 2006. The certification process should be completed by June of 2010.
Nuffic analyzed and described all operating processes in collaboration with Certiked. Chris Bergholtz, Chairman of the ISO Coordination Team, and Lucie de Bruin, Head of the International Recognition Department – which is certified for credential evaluation and information services in 2008 – elaborate on the significance of certification in an organization like Nuffic.
It's all about quality
As Chris Bergholtz explains, ISO certification is all about quality assurance and quality management. ‘The ISO framework forces Nuffic to design its operations and operational processes in such a way that they yield quality. It helps us achieve further professionalization. We are required to conduct several management reviews each year, and carry out one annual assessment to determine whether we have achieved our targets and could do better in certain areas.
In order to gain a complete picture, you need to examine every aspect on the basis of the six Certiked facets: policy, organization, processes, results, people and resources. ISO affects Nuffic as a whole, and it’s essential not to get mired at management, product or service level.’
Broad strokes
Lucie de Bruin adds that the main processes should only be discussed in broad strokes. ‘You should avoid trying to get everything you do down on paper or losing yourself in the details. With regard to credential evaluation, we identified three main processes. The entire description fits on a single A4. These process descriptions provide us with a framework, which means employees no longer have to wonder what’s expected of them. There’s more clarity, something to fall back on.
More structure
At the end of the day, you’re describing the factors that are critical to the success of the process, and this provides employees with the structure they need. A case in point would be the ‘four eyes principle’: employees must always check a credential evaluation with one of their colleagues.
Obviously, the International Recognition Department always had the requisite knowledge and skills to conduct reliable diploma evaluations, and had recorded all the relevant criteria. Now, though, we have been able to create systematic overviews of many things we do as a matter of course. This will allow us to transfer our professional knowledge in a much more systematic way.’