ISO Certification: A Quality Manager’s Guide to Engaging the Whole Business

When preparing for ISO certification, it’s easy for everyone outside the quality department to assume it’s not their job. "It’s Quality’s, surely?" As a quality manager, it's not uncommon to be handed projects (and achieving ISO certification is definitely a big one!) as if it’s just another day at your desk. But in reality, this 'project' is a massive undertaking because it requires getting the entire organisation on board—from leadership down to individual departments. Achieving certification, whether it’s ISO 9001 or any other standard, is far from a one-department task.

You’ve probably seen this disconnect in action: a department changes a meeting agenda or shifts a process, unaware that these details are actually part of a particular ISO standard's requirements. For example, many standards require specific items in meeting agendas, like reviewing quality objectives or discussing risks and opportunities. Removing these without understanding their importance can create gaps in compliance. And it’s not just about meetings—documentation, supplier checks, and training records can all be affected when departments think it’s solely the quality team’s responsibility.

Why Every Department Plays a Part

Certification touches all areas of the business. Procurement ensures suppliers meet the necessary standards, HR manages training records and competencies, and operations demonstrate compliance with process controls. Each function contributes to meeting the certification requirements. When any department, or many of them, don’t understand the bigger picture, they may overlook their role, leading to non-conformances and, ultimately, compromising the whole certification process—albeit unintentionally.

It’s easy for people to view certification, or indeed anything 'quality,' as something separate from their daily tasks. Everyone is busy, right? And there’s a whole department called 'Quality'—surely they've got this? But in reality, every department is interconnected when it comes to maintaining compliance. If procurement approves a supplier that doesn’t meet the required standards, or if an untrained employee manages a key process, it can lead to costly non-conformances.

Where to Start?

You, as the quality manager (aka superstar!), are in a unique position to connect the dots across the organisation. But it’s not always easy to get everyone on board, especially when certification is seen as ‘your’ responsibility. So, how do you bridge that gap? It’s probably no surprise that it all starts with communication.

Open Lines of Communication

Communication is the foundation. If your colleagues don’t know what’s expected, they won’t—or can’t—fully engage with the certification process. Start by having regular discussions with department heads. You don’t need to dive into technical details straight away, but it’s essential to explain how their department fits into the overall process. For example, a meeting agenda might not seem important to them, but once they understand it fulfils a specific certification requirement, they’ll be less likely to make off-the-cuff changes.

This is also the time to listen. Is there confusion or resistance in certain areas? Are department heads unsure of what’s expected from them? By addressing any misunderstandings early, you can prevent them from turning into non-conformances.

Conduct Internal Workshops

Workshops are a highly effective way to ensure the entire team is aligned. Who doesn’t love a good workshop? These sessions should focus not just on the "what" of certification but also on the "why." When people understand the bigger picture, they’re much more likely to engage. The first question most people have when it comes to change is: "How will this affect me?" It’s natural, so make sure you tell them—or better yet, show them.

Workshops are also a great setting where everyone can ask questions they might otherwise hesitate to ask. Topics to cover include: What does certification mean for the business? How does each department play a role in maintaining compliance? Keep the workshops interactive and conversational—let people ask questions, share concerns, and provide feedback.

Run department-specific workshops and tailor them to each group. Not only does this keep people focused, but it also sends a clear message that their input and engagement are valued. For example, HR needs to ensure training records are up to date and competencies match job roles. Procurement needs to understand the importance of vetting suppliers based on compliance criteria. When you make it clear how their daily tasks directly impact certification, you’ll see better buy-in from everyone involved.

Workshops don’t have to be long or overly formal, but they do need to be practical. I’d recommend running department-specific workshops or bringing key people together for cross-functional sessions. These help everyone see how their work impacts other parts of the business, encouraging a more collaborative approach to certification. If the idea of running these workshops feels overwhelming, bringing in a consultant can be a game-changer. Sometimes an external expert can break down barriers and offer fresh insights that your team might not have considered. It can also give you a new perspective, which is never a bad thing!

Provide Training Sessions for Deeper Understanding

While workshops create general awareness, certain teams may need more in-depth training. This is especially true for those involved in high-impact processes like document control or process management. Training sessions should provide practical guidance on how to meet certification requirements, focusing on day-to-day tasks that contribute to compliance.

For example, if a team is responsible for maintaining records, train them on the importance of document control and how even small lapses can lead to non-conformances. Similarly, teams overseeing processes need to understand how deviations can affect compliance and how to address these issues before they escalate into bigger problems.

Once again, external support can be invaluable. Not only does it take the pressure off you as the quality manager, but an outside perspective can present the material in a way that’s engaging and easy to grasp. Plus, it signals to the team that this is important enough to invest in extra help.

Embed a Culture of Quality

But we all know, your goal isn’t just to pass the audit (though that’s always nice); it’s all part of that long game we play, creating a culture where quality is second (or first—it's ok if it's first!) nature for everyone. Certification is more than just getting through a checklist—it’s about building systems and processes that improve your business, day in and day out.

The trick? Just getting teams to see how their role fits into the bigger picture. Once they understand how what they do contributes to the company’s success, they’ll be far more invested in keeping things compliant—not just during the certification process but long after.

And don’t forget about leadership. Most standards (do you know which clause...?) make it clear that leaders need to drive the message. When they actively communicate the importance of certification and encourage departments to get involved, the whole process runs so much smoother. If you feel like your leadership team isn’t fully on board yet, it might be time to have a chat about how their involvement could make or break the certification’s success. Because at the end of the day, a successful certification isn’t just about ticking boxes—it boosts business performance, strengthens customer trust, and opens doors to exciting new opportunities.

As you guide your organisation through the preparation phase, think about the steps you can take to ensure everyone is on the same page. It’s not just about being ready for audit day as if quality is an annual event—it’s about creating a system that supports ongoing compliance and continuous improvement.

Are you confident your team understands their role in the certification process? If not, now might be the time to start having those conversations, run those workshops, and make sure everyone is aligned. And remember, if it feels overwhelming, bringing in a consultant can provide the support and expertise needed to ensure your business is fully prepared.

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