The Danish veterinary and food administration.

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The Danish veterinary and food administration.

In 2012, the Danish veterinary and food administration (DVFA) administrative department of the 25 managers and 350 inspectors to join the ability to work closely with DVFA human resource department design development plan “specialization the exercise of public power”. Two years later, the impact survey showed that the relationship between inspectors was stronger, job satisfaction was higher and customer relationships were better.

A new way of thinking.

The exercise of public power is developing. At the national and municipal authorities, we are seeing from main control instruction way to more collaborative way, namely the authorities and “customer” (citizen, business owners and employees) in close cooperation, help them to abide by the rules and regulations.

While the authorities want the customer to experience them as a partner providing guidance and support, they still have to fulfill the role of the guardian of the correct procedure. For frontline staff – civil servants, supervisors and inspectors of various functions – new ways of thinking and different skills are required. Food control challenges.

Danish veterinary and food administration (DVFA) – responsible for monitoring food safety, health and quality of the agricultural sector – in 2012 called for the company’s professional knowledge, they not only want to how to solve the new role of public authorities. They also need help to solve a number of important issues that are important to the organization.

The latest food safety political solution (f) has been established to enhance communication during the inspection process and to build stronger “relationship capabilities” between inspectors. Confirmation of the appeal of reconciliation, from customers’ comments, also calls for more dialogue with food inspectors.

Food inspectors, like their clients, are proud professionals, most of whom are highly specialized and experienced. Their main concern is to help companies comply with regulations – and ultimately ensure food quality and safety standards. But it’s not just packing boxes, handing out “happy faces,” or not so happy, depending on the situation.

Food inspectors are navigating the economic, political and emotional dynamics of space navigation, all of which affect the results of the inspection, but not under the control of individual inspectors. In addition, the inspection itself involves the actual exercise of authority. Balancing empathy and authority in dealing with difficult business owners; Identify inappropriate behavior and be careful not to use the same approach to other customers in the industry; Stay calm and professional when the ban causes bad will, depression or worst-case aggression.

Now I’m going to use some time to reflect. If I need to, I’m going to start making a bad start to a better start.”

Food inspector

DVFA asks about implementing the design capability development plan, which will address these different challenges. As shown in brief, DVFA wish to establish a stronger relationship between inspectors ability, so as to achieve better customer relationship, to better comply with food hygiene legislation in the industry, as well as in food inspectors have more confidence and job satisfaction.

Change of perspective

Prior to the design, our team of consultants joined the site’s inspectors, observed carefully, and noted their reactions to the behavior and communication generated by their customers. They interviewed the inspectors and the clients and understood the problems in their work.

“After the interviews and on-site investigations, the problem became clear,” explains Lotte EllebergM, a senior consultant and project team leader. “Food inspectors know what they’re doing. But as for the way they exercise power, we find there is room for improvement.

For example, when an inspector enters a butcher’s shop through the back door, he does not threaten the owner. He simply USES the items closest to the parking lot. Butchers have no such experience. He relaxed his vigilance in his shop, which made him nervous and defensive. It is not because he has anything to hide, but because he feels that the inspector’s conduct is disrespectful. As a result, the inspection started badly.

Lotte continues. “This example shows that there is some room for improvement in the level of introspection of the inspector – they are aware of a given action, and the wording of the gesture or language may have an impact on the customer. Although it is natural to lack reflection. This is a symptom of what is known as “intuitive knowledge”. After a long career, we developed some routines. We stopped reflecting on certain practices and procedures. They become second nature. In order to change the behavior of food inspectors, we have to ask them to think about how they work and how they exercise their power. ”

Build awareness and relationship skills.

The design of the DVFA capacity development plan considers two key deliverables. To achieve real change, the plan must:

Through knowledge sharing and reflection, we will raise awareness of the exercise of power by inspectors and their managers. Inspectors need to develop a language to discuss their roles and cultures to share experiences and provide feedback. This will lay the foundation for skill building.

Build relationship skills – provide the necessary insight and skills to change behavior and ultimately build better customer relationships. Relationship expertise is the ability to exercise power in a professional manner in order to effectively check and respect the satisfaction of both parties. The plan must prove to inspectors, their relationship skills – the ability of dealing with conflict, message of the difficulties, use the right body language when emotional high – keeping control – in a professional and its professionals is just as important as the knowledge of the kit.

The development of relationship skills is a reflection of the five key characteristics of DVFA leaders and managers, and defines the “professional exercise of power” that the organization should strive for. Each of the five features translates into specific skills and priorities for the participants in the “training lab” and on-site discussion and practice during the inspection process.

The platform

The capacity development platform designed for DVFA will combine convenience training with “action learning” and use inductive and case methods to stimulate the type of reflection and learning required.

A three-day training seminar introduces the reflection point of practical tools and skills training – all under the “training lab tested”, then in colleagues under the supervision of the on-site inspection. Feedback meetings and follow-up meetings – with managers and colleagues – to discuss progress and ensure that new skills are properly integrated on a personal and team level.

The aim is to be a participant, not a consultant, as the local driver’s manager. “To build new capabilities and create real change, participants have to do it themselves,” rakuten said. “We design the platform – identify the topics that inspire the right discussion, the skills and the ideal processes that need to be trained. However, this is the manager and inspector of DVFA – fill in the template and make it happen.

In DVFA, this method is very grateful. Review the process, DVFA hr partner Vibeke Ø stGrunnell and client project director Vibeke Ø stGrunnell found that Implement the overall approach is particularly valuable for capacity development.

She explained that “implementation does not design independent courses”. “They designed a cohesive learning process involving the entire organization, from senior management to inspectors. The ability of consultants to participate in the organization as a whole, and the fact that they are committed to change as always, is why this project has achieved so much. ”

Memorable results.

In the spring of 2014 – six months and 15 months after the last day of training, DVFA conducted qualitative and quantitative surveys to measure the effectiveness of the project. The results were impressive.

Between 60 and 69 percent of respondents said the plan gives them a better understanding of their roles and provides tools to develop their relationship skills. 80% of people use these new tools within the first month! Even in difficult situations, a combination of higher awareness and better relationship skills gives inspectors greater confidence and a sense of control. Food inspector’s statement – for example, “I have a better understanding of how I check; This means that I can use the tools I have learned to better control the situation. After the examination, I spent some time thinking about how my boss experienced my checks, and what I could do differently – real change really happened.

“Because of this plan, our inspectors now have a clear understanding of their role and how DVFA exercises power,” Vibeke said. “Knowing what they are looking for, and having the ability to perform their duties, improves their confidence, improves job satisfaction, and significantly improves customer relationships.”

Use impact to create change.

According to rakuten, the success of any change project depends on how far it has moved the individual, allowing him or her to participate in the changes that must take place. Second, the solution must provide a simple solution to a complex problem – a solution that is easy for individuals to implement.

“In the DVFA project, the mobilization and motivation is due to local ownership and the fact that we are bringing training into the real effective. Simplicity is the design of the program. We focus on the two key “pain points” – awareness and relationship skills that we find in our field work – and ensure that the plan to cure these problems is plug-and-play.

Building expertise

Although there are so many people checking and controlling in the public and private sectors, few institutions or organizations have formally defined the meaning of the exercise of power in their particular sectors. Therefore, how to play the role of authority, how to exert the authority of guiding ideology and sharing knowledge, not much.

“This is what we have to build in our implementation,” rakuten explained. “Projects undertaken for DVFA and other public institutions provide us with valuable experience and knowledge to help us effectively exercise the challenge of power. We have used this platform to create a platform to help customers reach consensus on “how to exercise power in an organization”.

The collision

Personal development and greater awareness of the role of the inspector. New knowledge and tools enable inspectors to better control inspections. They understand that the inspector’s role is not only a monitoring standard, but also a positive customer relationship through mentoring and cooperation.

Raise awareness of “intuitive knowledge”. By turning off autopilot, inspectors have learned to reflect on their role and how they exercise. They have developed a language to develop and share their experiences, giving them greater professional confidence and control.

 

University supervision and feedback. The inspectors believe that the feedback they get from their colleagues – through discussion and on-the-job supervision – is very useful and conducive to skill building and effective learning.

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