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Improving organisational performance – your journey to excellence . Andrea Cross 24 January 2013. Domestics . Workshop objectives . By the end of the event you will be able to: Describe the 9 areas of the EFQM Excellence Model Understand how the Model can be used

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Improving organisational performance – your journey to excellence


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    1. Improving organisational performance – your journey to excellence Andrea Cross 24 January 2013

    2. Domestics

    3. Workshop objectives By the end of the event you will be able to: • Describe the 9 areas of the EFQM Excellence Model • Understand how the Model can be used • See how other standards link to the Model • Explain “RADAR” • Carry out a simple assessment against the Model

    4. Exercise • What makes an excellent organisation?

    5. What is excellence…… Visionary and inspirational leadership Harnessing creativity and innovation Intimate understanding of customers Adding value for customers Succeeding through the talent of people Creating a sustainable future Value adding partnerships Managing by processes and facts

    6. EFQM Excellence Model Enablers Results People Results People Leadership Processes, Products & Services Strategy Customer Results Business Results Society Results Partnerships & Resources Learning, Creativity & Innovation

    7. EFQM Excellence Model People Results People Leadership Processes, Products & Services Strategy Customer Results Business Results Society Results Partnerships & Resources

    8. Enablers…criterion parts 1. Leadership 2. Strategy 3. People 4. Partnerships & Resources 5. Processes 4a. 4b. 4c. 4d. 4e. 2a. 2b. 2c. 2d. 3a. 3b. 3c. 3d. 3e. 5a. 5b. 5c. 5d. 5e. 1a. 1b. 1c. 1d. 1e. 24 Criterion parts

    9. People…criterion parts 3a. How people resources are planned, managed & improved 3b. How people’s knowledge & competencies are identified, developed & sustained 3c. How people are involved & empowered 3d. How people communicate effectively throughout the organisation 3e. How people are rewarded, recognised & cared for

    10. Criterion part 3d …this may include • Identifying communication needs • Developing communications policies, strategies & plans based • on needs • Developing & using top down, bottom up & horizontal channels • Sharing best practice & knowledge HOW?

    11. Balanced set of measures Customer Results Perception Measures Performance Indicators People Results Perception Measures Performance Indicators Society Results Perception Measures Performance Indicators Business Results Business Outcomes Business Performance Indicators

    12. Exercise • What results should an “excellent” organisation measure ?

    13. Results Establishes a set of robust and resilient measures Shows what the organisation achieves in relation to planned performance Realistic targets are established Benchmarks are used to drive improvement Leaders use information to improve organisation performance

    14. IIP – contribution towards excellence Leadership People Results 60% People 50% Performance Results Processes etc Strategy Customer Results 30% 15% Society Results Partnerships & Resources 35% 25% 15% Enablers Results

    15. ISO 9000 – contribution towards excellence People Results People 10% Leadership Processes etc Performance Results Customer Results Strategy 10% 25% Partnership & Resources Society Results 20% 40% 10% Enablers Results

    16. Model uses • For judging “Excellence Awards” • Organisational continuous improvement tool – internal use • Organisational continuous improvement tool – external validation • As a standard- Investors in Excellence

    17. Weighting within the model Enablers 50% Results 50% 3 5 7 9 1 People Results People Leadership 10% 10% Processes, Products & Services 2 6 Strategy Customer Results Business Results 10% 15% 4 8 Society Results Partnerships & Resources 10% 10% 10% 15% 10% Learning, Creativity & Innovation

    18. RADAR logic... Determine Results required Assess and Refine approaches and their deployment Plan and develop Approaches Deploy Approaches

    19. Drive Pro-active working Doing the right things badly Doing the right things well What you do Doing the wrong things badly Doing the wrong things well How you do it

    20. Scoring expectations Typical scoring ranges…… • 350 – 400 – Investors in Excellence standard • 375 – 450 – Regional Finalist (Midlands Excellence Awards) • 450 – 550 – Regional Winner • 550 – 650 – National Winner • 650 – 750 – European Winner • These are illustrative only as becoming a finalist or winner will depend on the competition!

    21. EFQM - Does it work ? 5 year European study revealed companies using Excellence Model out performed their industry median by: • 79% profit per employee • 76% greater return on assets • 76% higher profit margin

    22. Where are you now?

    23. Workshop objectives – did we meet them? By the end of the event you will be able to: • Describe the 9 areas of the EFQM Excellence Model • Understand how the Model can be used • See how other standards link to the Model • Explain “RADAR” • Carry out a simple assessment against the Model

    24. Diary dates • 6 February – Sub- contractor mandatory event • 26 February – Safeguarding for Designated Person LSIS Event • 28 February 24+ Learner Loan • 8 March Effective Health & Safety • 19 March Networking & Communications Event • 25& 26 March Consultative Selling LSIS Event

    25. Useful websites • www.investorsinexcellence.com • www.bqf.org.uk • www.efqm.org