by Renaud Anjoran
This is the fourth part in the series about the management of QC inspectors in China.
Let’s say you have hired the right profile, you have given them the right equipment and the right checklist, and you have provided them with the right mix of training and coaching. You need a method to evaluate their performance in order to know who should receive a bonus and/or a raise… and who should be let go.
You can’t hire Chinese inspectors if you don’t have a company established in Mainland China and if you don’t sign a labor contract with them. But, besides these legal requirements, it is quite important to get the inspectors’ written confirmation of all important requirements.
One of these requirements is the procedure to follow for inspections. Do NOT think “it is common sense work and they know how to do it”. In China, counting on employees to decide how they will carry out their work is usually not a good idea.
For example, for a buying office, the process steps involved in an inspection might be as below:
The evaluation process is directly linked to the inspector’s pay. It means inspectors pay a lot of attention to it. This is an excellent way of reinforcing the message that compliance to the procedure is not optional.
Based on the above example, the coach or auditor might use an evaluation grid such as this:
The evaluation sheets need to be reviewed during each performance review (to be performed every 3-6 months). Other inputs to the performance review can be:
Chinese employees in general say they want a higher pay. But obviously there are many other elements at play. The most important is to avoid what usually pushes good employees to leave their employer. Here are a few examples:
Most buying offices get their whole inspection team together once or twice a year. But this is not sufficient. A regional supervisor should organize small gatherings every two weeks, to ensure inspectors feel part of a team and feel a direct connection to other people in their company.
Another way of making inspectors feel valued is to have purchasers (or merchandizers) come regularly to work alongside them in factories. This is a must if you feel internal communication among your team is weak.
Come to the Smart China Sourcing Summit to learn sourcing best practices. Co-located with Global Sources 3,000-booth trade show in Hong Kong, April 17-19, 2016. Learn more at http://www.GlobalSources.com/summit
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Managing QC Inspectors:
Part 1 - Manging QC Inspectors
Part 2 - Checklist and Equipment
Part 3 - Training, Coaching and Auditing
Part 4 - Evaluating Their Performance
Part 5 - Avoiding Bribery
Part 6 - Planning the Inspections
Part 7 - The Quality Manager in China
Part 8 - QC vs. QA