Human Resources Management Systems

Human Resources Management Systems

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International Organization for Standardization (ISO) published the ISO 9001, ISO 9002, and ISO 9003 international standards for quality management in 1987. Subsequently, numerous international standards for various management systems have been published, and the number of these standards continues to grow. On June 22, 2026, ISO published the first international standard on Human Resources Management Systems (HRMS), ISO 30201:2026. It describes the requirements for a Human Resources Management System (HRMS). It helps organizations of all sizes, whether public or private, establish consistent human resources management processes, align workforce goals with business strategy, and improve employee well-being. This document is a requirements-based management system standard (MSS) that focuses on human resource management. This standard document is developed by Technical Committee ISO/TC 260.

An effective human resource management system (HRMS) is essential for ensuring optimal performance by utilizing the full potential of an organization's workforce. Human resources are a vital resource for all organizations, and their effective management is essential for achieving organizational goals.

This standard document outlines human resource management principles, describes expectations for a human resource management system (HRMS), and provides examples of how the principles and expectations can be applied. An effective HRMS provides continuous benefits to workers, the organization, and the community in which they work. Here, workers refer to all individuals working for an organization, whether employees, contract workers, or other types of workers.

This standards document describes expectations for a Human Resource Management System (HRMS) that helps an organization:

- Create stakeholder value through the effective use and continuous improvement of the HRMS, including the acquisition, development, and deployment of workers;

- Integrate the HRMS into the organization's overall management system, including risk management;

- Demonstrate its ability to consistently manage its workforce in a way that helps meet stakeholder expectations, including achieving the organization's objectives and addressing worker and employer expectations;

- Positively impact human capital, the collective knowledge, skills, experience, and abilities of the organization's workforce.

This standard applies to organizations of all sizes, types, and sectors, whether public or private, for-profit or not-for-profit. This standard document does not define an organization's strategy and objectives.

An organization implementing this standard can contribute to the United Nations (UN) Sustainable Development Goals (SDGs), namely SDG3, SDG4, SDG5, SDG8, SDG9, and SDG10. The HRMS described in this standard is based on the Plan-Do-Check-Act (PDCA) cycle.

This standard describes eight guiding principles for human resource management (HRM) that serve as a foundation for effective human resource management (HRM) and can contribute to a positive and productive organizational culture. Guiding principles for human resource management (HRM) support an organization's strategic goals and role in society, including social, economic, and environmental responsibilities. This standard does not replace labour laws, collective bargaining, trade union arrangements, or employee representation systems prevalent in any country.

Although certification is not a requirement of this standard, an organization may obtain ISO 30201:2026 Conformity Certification from an accredited certification body.

Regards,

Keshav Ram Singhal

A small change in process can yield big results

A small change in process can yield big results

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A salon owner was extremely worried that the number of customers he was seeing was steadily declining. The salon had the same skilled staff and the same rates, yet people weren't coming. He couldn't understand why. Previously, the salon was always full, with people eagerly awaiting their turn, but now the waiting chairs were empty. Sensing his concern, he shared his problem with his son. The son spent two days in the salon—Saturday and Sunday—deeply understanding the situation and then made a small change. He placed a QR code outside the shop, which read: "Scan and enter your mobile number to book your appointment. You'll receive a message 15 minutes before your turn."

The father was astonished, as within a few days, the salon began to see a surge of customers again. When the father thanked his son and told him this, the son smiled and said, "Dad, people don't like to wait unnecessarily anymore. They didn't want to waste their time sitting in the salon, so I made a small change, not to the service, but only to the process."

This incident simply and effectively underlines the truth that "times are changing, and customer expectations are constantly changing." Whether in business or everyday life, sometimes, despite the quality and price of service remaining constant, people's interest begins to wane. This isn't because of a decline in the quality or product, but because society's priorities and ways of spending time have changed.

Three key life lessons emerge from this story:

1. Respect the value of time - In modern life, 'time' is the most precious asset. Customers demand quality as well as saving their time. Here, the service hasn't changed; only the customer's valuable time has been saved—and this has become the foundation of success.

2. Incorporating New Thinking and Technology - When traditional methods become ineffective, a new-age perspective and modern technology (such as digital booking or QR codes) can inject new energy into any system.

3. Micro Process Optimization - The problem often lies not in our skills or intentions, but in our way of doing things. Even a small improvement in the right direction can yield far-reaching results.

Regards,

Keshav Ram Singhal

New Name of the Blog

New Name of the Blog

Since the publication of the ISO 9000 family of international standards in 1987—including ISO 9001, ISO 9002, and ISO 9003 for quality management—the International Organization for Standardization (ISO) has developed a wide range of Management System Standards (MSS) covering diverse fields. The number of these international standards continues to grow as organizations worldwide seek structured approaches to improve performance, sustainability, security, safety, and governance.

Keeping this evolution in mind, we have renamed our blog from "Quality Concepts and ISO 9001 QMS Awareness" to "Quality Concepts and Management Systems Awareness." The new name better reflects the broader scope of management system standards and our commitment to sharing knowledge beyond ISO 9001.

Under this new identity, we will continue to publish awareness articles, practical guidance, useful information, updates on the latest international management system standards, and insights into their real-world applications across various management disciplines.

We sincerely hope that our readers will appreciate this change and continue to extend the same encouragement and support that they have always given us. Your valuable suggestions, comments, and feedback are most welcome as we move forward on this expanded journey of knowledge sharing.

Regards,

Keshav Ram Singhal

Should the PDCA Cycle Now Be Viewed as the PDCI Cycle?

Should the PDCA Cycle Now Be Viewed as the PDCI Cycle?

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The Plan–Do–Check–Act (PDCA) Cycle has been the cornerstone of Quality Management and various Management Systems for several decades. Today, almost all management system standards—including ISO 9001, ISO 14001, ISO 45001, ISO 50001, and ISO 27001—are built around this fundamental concept. 

A thought-provoking question arose during an informal discussion recently: Should the final stage of the PDCA Cycle, "Act," be expressed more explicitly as "Improvement"? Is it time to view the cycle as PDCI (Plan–Do–Check–Improvement)?

Through this article, I attempt to present an analysis of this idea.

Historical Significance of the PDCA Cycle 

The PDCA Cycle was developed to provide a systematic approach to quality improvement. Its four stages are:

• Plan – Establish objectives and develop the plan.

• Do – Implement the planned activities.

• Check – Monitor, measure, and evaluate the results.

• Act – Take appropriate actions to implement improvements.

This globally accepted cycle has made a significant contribution to developing a culture of continual improvement in organizations across the world.

Is the Word "Act" Sufficiently Clear?

Practical experience shows that many participants in training programmes interpret the word "Act" simply as "taking action."

In reality, it encompasses much more:

• Corrective action

• Necessary changes

• Standardization of successful practices

• Beginning the next cycle of improvement

In other words, the real objective of the Act phase is Improvement.

The Perspective of ISO Management System Standards

In today's ISO Management System Standards, Improvement has been given an independent and highly significant place. Almost every management system ultimately aims at:

• Continual Improvement

• Improved Performance

• Effective Management of Risks

• Fulfilment of the needs and expectations of customers and other Interested Parties

From this perspective, the term Improvement has become more prominent than ever before.

A Proposal: The PDCI Cycle

If the final stage is expressed directly as Improvement, the cycle becomes:

Plan → Do → Check → Improvement

This immediately conveys that the ultimate objective of every management system is not merely to take action but to achieve measurable improvement. 

Should PDCA Be Replaced? 

In my opinion, the answer is no. There are several reasons:

• The PDCA Cycle is a globally recognized and well-established model.

• Improvement is already inherent within the Act stage.

• Changing internationally accepted standards, literature, and training material would neither be practical nor necessary. 

Instead, training, writing, and awareness programmes may explain the final stage as: 

Act = Improve + Standardize + Learn

or

PDCA = Plan – Do – Check – Act for Improvement 

This approach preserves the traditional model while making its true intent much clearer. 

Conclusion 

The PDCA Cycle remains a globally accepted model for Quality Management. There is no need to replace it. However, its interpretation can be explained more clearly in today's context. 

If the term PDCI helps learners and practitioners better understand that the ultimate objective of every management system is Continual Improvement, it may be presented as a conceptual model for discussion and learning. 

Although this is only a conceptual proposal, it may encourage meaningful discussion among quality professionals and contribute to the continued evolution of management system thinking. 

Disclaimer 

This article presents the personal views of the author. It is not intended to replace the established PDCA concept, but rather to stimulate discussion on whether the underlying purpose of the "Act" stage—Continual Improvement—can be communicated more explicitly. 

Regards, 

Keshav Ram Singhal  

Important Update - ISO 9000:2026 Standard Published

Important Update - ISO 9000:2026 Standard Published

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The 5th edition of ISO 9000:2026 (Fundamentals and Vocabulary) has been published, marking the first major change in the field of Quality Management since 2015.

Key Points -

- It is hoped that the Bureau of Indian Standards (BIS) in India will soon release it as IS/ISO 9000:2026..

- It has been fully integrated with the upcoming ISO 9001:2026 standard to keep pace with changing business requirements.

- This standard will no longer be limited to just 'systems', but will establish a global language for quality management as a whole.

Regards,

Keshav Ram Singhal 

ISO 19011:2026 Standard Released - A New Era of Auditing Begins

ISO 19011:2026 Standard Released - A New Era of Auditing Begins

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Symbolic Image

The ISO 19011:2026 standard has been officially published. Its status on the official ISO platform now stands as 'Published'.

The publication of this revised standard marks the beginning of a new era in the auditing domain, where traditional methodologies have been seamlessly adapted to modern, digital, and hybrid requirements.

Now that the standard has officially come into effect, here are the critical takeaways for organizations and auditors -

- Copy of the Standard - Organizations and auditors can now purchase a copy of ISO 19011:2026 directly from the ISO Store to study its detailed guidelines.

- Transition Period (3 Years) - The countdown has begun. Although the official deadline is three years (ending in May 2029), industry experts strongly recommend that organizations train their internal audit teams and implement the new guidelines within the first 12 months. Early adoption will provide teams with vital hands-on experience in designing robust remote and technology-based audits.

- Upgrades for Auditors - Bridging courses from ISO 19011:2018 to ISO 19011:2026 are now essential for auditors. These programs will help professionals upgrade their skills regarding lifecycle design, ICT enablement, and information security in remote and hybrid auditing environments.

- Core Status of Remote Auditing - With this publication, remote auditing transitions from being a mere optional tool to a core methodology that must be incorporated into audit programs right from the initial planning stage.

This standard is highly suitable and effective for auditing the following 13 key Management System Standards (MSS) -

ISO 9001 (Quality)

ISO 14001 (Environment)

ISO 45001 (Health & Safety)

ISO/IEC 27001 (Information Security)

ISO 22301 (Business Continuity)

ISO/IEC 20000-1 (IT Service)

ISO/IEC 42001 (Artificial Intelligence)

ISO 22000 (Food Safety)

ISO 13485 (Medical Devices)

ISO 50001 (Energy)

ISO 37001 (Anti-Bribery)

ISO 41001 (Facility Management)

ISO 10012:2026 (Measurement)

Management system auditing professionals should proactively move forward with adopting this new version to align with global best practices.

Regards,

Keshav Ram Singhal

#ISO19011 #AuditingStandards #ManagementSystems #ISO9001 #InternalAudit #RemoteAuditing #HybridAuditing #ProfessionalUpdate 

ISO/FDIS 9001:2026 Released

ISO/FDIS 9001:2026 Released

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The International Organization for Standardization (ISO) has officially released ISO/FDIS 9001:2026 for final ballot and review this month. Following this milestone, the final publication of the core standard, ISO 9001:2026, is highly anticipated in September 2026.

While the official ISO/FDIS 9001:2026 draft is not publicly available for free and must be purchased directly from the ISO Store, several leading certification bodies (such as BSI, DQS, BV, etc.) have proactively published complimentary whitepapers and comparative guidelines. These resources provide an insightful, clause-by-clause analysis of the key changes in the FDIS. The core takeaways are summarized below:

1. Clause 4 (Context of the Organization): This update mandates that organizations explicitly evaluate the impacts of environmental factors and climate change within their specific context. Moving forward, businesses will need to seamlessly integrate Environmental, Social, and Governance (ESG) aspects into their overall risk profile.

2. Clause 5 (Leadership): Fostering a robust quality culture and ethical behavior across the organization will now fall squarely on the shoulders of top leadership. Auditors will look beyond a mere documented quality policy; they will actively assess whether employee behavior genuinely aligns with quality and ethical standards in practice.

3. Clause 6 (Planning): The new amendment cleanly separates "Risks" and "Opportunities" into dedicated subsections, requiring organizations to proactively address both. Consequently, establishing a robust framework that balances "Risk-based Thinking" with "Opportunity-based Thinking" becomes essential.

4. Clause 7 (Support): Employee training and competency awareness programs must now expand beyond the traditional quality policy to encompass organizational culture and ethics. As a direct result, organizations will need to strategically revise their existing training content and matrices.

5. New Annex: A comprehensive, 15-page guiding annex has been introduced to clarify the specific requirements spanning Clauses 4 through 10. This addition will be immensely beneficial to users for benchmarking, and it is expected to significantly minimize interpretation gaps between external auditors and organizations.

Provided the remaining voting and administrative processes proceed smoothly, this much-anticipated, modernized quality management system standard—ISO 9001:2026—will be in our hands by September 2026.

Regards,

Keshav Ram Singhal 

 

Status of the ISO/FDIS 9001:2026 QMS

Status of the ISO/FDIS 9001:2026 QMS 

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Courtesy Indicative Image GoogleGemini

The present status of the upcoming ISO 9001:2026 Quality Management System (QMS) revision is outlined below -

Current Status

* Consensus - At the international experts' meeting held in Mexico City in February 2026, a consensus was reached on the core requirements of the main sections (Clauses 1 to 10) of the forthcoming standard. 

* Compilation of Comments - Following the overwhelming approval of the Draft International Standard (DIS) by Member States in December 2025 (achieving a 97% consensus), global feedback and comments have been compiled. The Working Group is currently finalizing the informative text and the newly proposed Annex A.

* Publication of the FDIS - The Final Draft International Standard (ISO/FDIS 9001:2026 QMS) is officially expected to be published for final voting by June 2026.

Tentative Timeline

The International Organization for Standardization (ISO) has targeted the following timeline for the upcoming phases:

* June 2026 - Official publication of the ISO/FDIS 9001:2026 and the commencement of the final voting period.

* September 2026 - Official global release and publication of the revised international standard, ISO 9001:2026 QMS.

Other Timeline Expected

* September 2026 – August 2027 - Transition readiness period for Certification Bodies (CBs) to align their processes, train auditors according to the new standard, and complete their formal accreditation updates.

* August 2027 - Expected rollout of the very first corporate certifications issued under the new ISO 9001:2026 edition.

* September 2029 - Culmination of the official 3-year transition period, at which point the current ISO 9001:2015 QMS standard will be fully retired and cease to be valid.

Key Changes Expected in the New Standard

While the final text will only be set in stone upon publication in September 2026, consensus among technical committee experts indicates that this revision will be evolutionary rather than revolutionary. The core High-Level Structure (HLS) remains intact, but several progressive updates are being integrated -

* Clause 4 (Context of the Organization) - Will explicitly embed considerations for Climate Change and Sustainability, integrating the baseline expectations introduced in the 2024 ISO climate amendments.

* Clause 5 (Leadership) - Places greater accountability on top management, making it mandatory for leadership to actively promote, cultivate, and demonstrate a Quality Culture and Ethical Behaviour across the organization. 

* Clause 6 (Planning - Risk and Opportunity) - Refines the frameworks governing risks and opportunities to bring greater operational clarity, systematically balancing risk-based thinking with proactive opportunity-based thinking.

* Clause 7 (Support) - Expands the horizon of employee awareness. Under the new guidelines, personnel awareness must extend beyond basic quality objectives to include a fundamental understanding of organizational quality culture and business ethics.

* Introducing a New 'Annex A' - For the first time in the history of the ISO 9001 standard, a comprehensive 15-page Informative Annex is being added. This section will serve as a definitive guidebook to help users, organizations, and auditors interpret complex requirements and standardized terminology uniformly.

Conclusion

In conclusion, the development of ISO/FDIS 9001:2026 QMS is on track and moving forward efficiently. With the final draft slated for voting in June 2026, organizations worldwide should expect the revised standard in September 2026.

Regards,

Keshav Ram Singhal 

#ISO9001 #QualityManagement #QMS #ISO90012026 #QualityCulture #AuditingStandards #BusinessEthics #ContinuousImprovement #KeshavRamSinghal`

 

Four Common Terms Used in Management System Standards

Four Common Terms Used in Management System Standards

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Photo Courtesy NightCafe 

The terms Determine, Establish, Implement, and Maintain used in Management System standards (such as ISO 9001, ISO 14001) are not just common words—they represent a sequence. These terms are crucial to the development and operation of any management system. Below, an attempt has been made to explain their meaning and differences in a simple manner.

1. Determine

Meaning - To identify, analyze, and decide what is needed.

Example -

* Risks and opportunities are determined.

* The organization determines its risks and opportunities.

Determine is the first step in the development and operation of a management system—it answers the question, "What is to be done?" 

2. Establish 

Meaning - To set up or create something formally with a defined structure and documentation. To formalize and structure a system, procedure, or policy.

Example -

* A quality policy is established.

Establish is the second step in the development and operation of a management system—“How to create the structure?”

3. Implement 

Meaning - To put the established system or process into action. To actually implement and use the established system or process.

Example -

* The procedure is implemented in daily operations.

Implement is the third step in the development and operation of a management system—“To actually start work.”

4. Maintain

Meaning - To keep the management system running effectively and up to date. To continually maintain the management system's effectiveness, monitor it, and make improvements as needed.

Example -

* The management system is maintained.

Maintain is the fourth step in developing and operating a management system—“ensuring continuity and improvement.”

Example

Suppose an organization is implementing a Quality Management System (QMS).

* Determine - First step - Decide what processes the organization needs.

* Establish - Second step - Document and design those processes.

* Implement - Third step - Implement those processes.

* Maintain - Fourth step - Continually monitor and improve the system.

Conclusion

These four terms form a complete cycle in the development and operation of a management system, which is the foundation for the success of any management system. Correct understanding and use of these terms can be a good step towards effective compliance with international standards and continual improvement.

Regards,

Keshav Ram Singhal 

Measurement Management System – An Introduction

Measurement Management System – An Introduction

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The International Organization for Standardization (ISO), the world's international standardization body, published the standard ISO 10012 on Measurement Management Systems in 2003. A revised second edition of this standard has been published in 2026,  incorporating several significant updates. This standard was developed by ISO's technical committee, ISO/TC 176 (Quality Management and Quality Assurance), in collaboration with the European Committee for Standardization (CEN). This standard describes the requirements for a measurement management system, which organizations can meet in order to implement an effective measurement management system.

The key changes in the new standard are:

— The document has been reorganized to follow a uniform structure for management system standards.

— Several important revisions have been made to address the expectations of interested parties.

The new version of the standard introduces a significant revision of ISO 10012:2003, aiming to provide a foundation for organizations to implement and continually improve a measurement management system for the effective application of the measurement process throughout the entire measurement process. The primary objective of a measurement management system is to establish confidence in the validity and reliability of measurement results and to ensure that measurements related to the products and/or services provided by an organization support the required quality levels. This also includes managing risks associated with measurement processes, which can produce inaccurate measurement results and impact the quality of the organization's products or services.

This measurement management system can be applied to processes involved in the design, development, verification, monitoring, and delivery of accurate measurement results. This standard provides organizations with a clear framework for meeting the requirements of a measurement management system. This standard can be applied to any industrial sector where measurement management is required. It can also be implemented in conjunction with other management system standards, such as ISO 9001 (Quality Management System) and ISO 14001 (Environmental Management System).

This standard is generally used by organizations where measurement plays a critical role and inaccurate measurements can lead to risks (e.g., product quality impacts, safety hazards, compliance failures). It is applicable to any type or size of organization, but it is primarily adopted in the following sectors:

- Manufacturing industries — where precise measurements are essential in production (e.g., automotive, machinery, electronics, metalworking, etc.).

- Aerospace and Aviation — where safety and measurement accuracy are paramount.

- Defence.

- Healthcare and Medical devices — in instrument calibration and measurement.

- Engineering and Production Operations — in general production and operational environments.

- Testing and calibration laboratories — Although ISO/IEC 17025 is more specific for these organizations, ISO 10012 can be used as a support or supplement.

- Energy, pharmaceuticals, and other regulated sectors — Where measurement data is critical to decision-making, compliance, or product quality.

With the new version, this standard has emerged as a more robust auditable and certifiable management system standard. The 2003 version did not provide the same level of clarity and structured framework as the new edition. Many organizations seek third-party certification to demonstrate credibility to customers, regulators, or the supply chain.

In short, any organization that relies on measurement and wants to control measurement risks, especially where product/service quality, safety, or compliance are at stake, can use this standard.

This standard contains ten clauses and two annexes, with Clauses 4 to 10 describing the requirements for a measurement management system. 

Regards,

Keshav Ram Singhal