IMS Documentation Guide for Roles and Responsibilities

The Roles & Responsibilities list template includes a list of standard roles such as Managing Director/CEO, HR Manager, Quality Manager, Environmental and Information Security Manager. You can easily tailor these to match your organisation or add new roles.

The guidance includes how to describe the responsibilities in terms of education, experience, training, and competence requirements. Internal and External communication columns include authorities on what and how information should be communicated.

Every role identified is described in the role and responsibilities in the Toolbox Tool.

This information is regularly reviewed to ensure that it reflects the tasks and responsibilities of the company.  

Human Resources ensure that roles, responsibilities, and authorities for relevant roles are assigned, communicated, and understood. 

The Roles and Responsibilities Register covers all relevant responsibilities and authority required to implement and continuously improve the Management System. 


The Organisation fundamentally believes that business success depends on the skills and motivations of its employees, and those good communications allied with clear objectives (and training and development opportunities to meet those objectives) result in successful people that are a vital component to support The Organisation‘s Core Values and Strategy. 

 The allocation of competent personnel to roles within the company is critical to:  

  • Provide a high-quality service to the customer that meets or exceeds their expectation;  
  • Ensure all sustainability actions are effectively implemented;  
  • Protect the health & safety of personnel.  

The term ‘competence’ can be a combination of academic education, qualification, training, CPD, skills, and experience appropriate to the individual's role.  As a person first commences work for and throughout their time with the company, competence needs are monitored, and applicable provisions are made.

The competence and organisational knowledge requirements identification are based on:   

  • The need to implement the business processes and achieve the planned quality for products and services; 
  • The need to reduce health and safety risks and environmental impacts; 
  • The objectives established by the top management, as stated in the Objectives, targets and Indicators Register; 
  • Risks and Opportunities as stated in the Risks and Opportunities Register; 
  • Results of the Management Review; 
  • Performance gaps identified through nonconformities records, results of internal and external audits, and staff appraisals; 
  • Other relevant information sources. 

Adding to this, The Organisation actively encourages all employees to identify skills needed to effectively contribute towards overall business objectives by providing appropriate and relevant resources to do so.  



All new members of staff and those whose roles and responsibilities change (promoted or transferred) will receive the necessary induction and training to do their jobs effectively, and review meetings will be held to monitor progress.  

Every employee will have an annual review, which will assess performance against previously set business/work and Training and Development objectives will be reviewed. Moreover, individual goals will be agreed upon for the following year, and relevant potential career paths and any associated elements will be decided upon.  

Regularly, Top Management will have discussions to identify and prioritise any other training required to meet business needs. 


Training is programmed by Human Resources or persons in charge of said training and delivered accordingly. The attendance records and a copy of any certificates are archived in the employee process. 

The evaluation of the effectiveness of the training depends on the learning objectives.

If the training evaluation conclusion was ineffective, a new training course might be planned for employees or employees. 



The initial meeting between Top management of the area needs to recruit to establish the competencies and skills of a potential applicant. The recruitment process can be made by an external company or directly by The Organisation. The latter is the case; Top Management will handle the entire recruitment procedure.  

Should the recruitment be outsourced, The Organisation a Job Specification will be issued to a recruitment agency.   

A review of the candidates’ CVs will be conducted by Top Management, who will decide based on the suitability of the offering role. The suitable candidate (once the decision has been made) will go through a face-to-face interview.

The interview stages are not documented as the management team feels that note-taking can prevent free-flow communication and hinder responses. Applicants’ CVs are held and referred to throughout the process.  

When the process is outsourced, the selected recruitment agency will be advised of applicant feedback, and an offer will be made to the successful applicant via the agency.  

Where appropriate, the candidate must send copies of their education, relevant certificates, driving licence (if applicable) and a copy of their contract with passport. Once all this information has been collected, The Organisation will officially accept the application.  


Personal Development starts with a relevant induction for all staff, including short- and medium-term objectives being agreed upon and training being identified.  This enables employees to carry out their new duties at an early stage.  

Before the commencement of work, any individual working on behalf of the Organisation will be subject to a comprehensive induction process which will be documented and kept on their employee file.   

The employee file also includes vital records such as CV, certificates (where appropriate), etc. Formal training may be required to meet specific competencies needed, be authorised to carry out certain tasks, operate special equipment, or undertake tests or software.  Top Management will identify training requirements and plan for these as appropriate.    

All employees will be aware of the MS (Management System), and records will be maintained.      

The awareness covers:  

  • The Policy;  
  • The Objectives;  
  • Relevant Documented Procedures;  
  • Role and Responsibilities associated with the role.   

Assessments of new employees are done throughout their induction period for suitability by Top Management.

All new members of staff and those whose roles and responsibilities change will receive the necessary induction and training to do their jobs effectively, and review meetings will be held to monitor progress.  

It is mainly acknowledged that induction and identifying training and development areas are equally essential for those being promoted and transferred into new roles or given new responsibilities.

View this step as an implementation guide

step 1 - Roles and Responsibilitiesall documentation guides

Documentation Guides

Request a Demo

If you would like a demo of the ISOvA (Risk Compliance Software and) Integrated Management System (IMS) software fill out our form below:

By filling out this form, you agree to the terms laid out in our privacy policy
Thank you!
Your submission has been received, one of our team members will be in touch soon.
Oops! Something went wrong while submitting the form.
Ask a Question
By clicking “Continue To Site”, you agree to the storing of cookies on your device to enhance site navigation, analyse site usage, and assist in our marketing efforts. View our Privacy Policy for more information.