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A practical guide for successfully developing, executing and reviewing an Assessment strategy for your organisation
EFQM 2010
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Contents
Executive Summary The EFQM Excellence Model The Fundamental Concepts of Excellence 3 4 5
7 7 8
2. The EFQM definition of Organisational (Performance) Assessment 3. What are the benefits of Self-Assessment? 4. How does Self-Assessment fit with other management processes and initiatives in my organisation?
5.1. Desired Outcomes 5.2. Current Culture 5.3. Making the selection 5.4. Self-Assessment Variations: 5.5. Final comments on the best technique for your organisation
8 8 9
10 10 10 11 12
6.1. The generic 8-step process 6.2. Step 1 Gain & retain management commitment 6.3. Step 2 Develop and deploy the communications strategy 6.4. Step 3 Plan for Self-Assessment 6.5. Step 4 Select and train people directly involved in the process 6.6. Step 5 Conduct Self-Assessment 6.7. Step 6 Consider Outcomes & Prioritise 6.8. Step 7 Establish and Implement an Action Plan 6.9. Step 8 Monitor Action Plan Progress and Review the Self-Assessment process
12
12 12 13 14 15 17 19 22 22
24 25
26 29 31 31 32 34 35 36 37
40 42 42
Acknowledgements 43
Executive Summary
The achievement of excellence is not an abstract theory; it relates to an organisations tangible achievements in what it does, how it does it, the results it gets and the confidence that these results will be sustained in the future. Achieving excellence is hard enough at the best of times; sustaining it in todays world of increasing global competition, rapid technological innovation, changing processes and frequent movement in economic, social and customer environments, is even harder. Providing evidence of achievement in terms of financial results is necessary but insufficient. Enlightened organisations understand that in addition to demonstrating the outcomes of past financial performance, their results must also include data and feedback from other stakeholders that will provide predictive indications of future financial performance. These leading indicators include measured excellence in customer satisfaction and loyalty; people motivation and capability; and the positive perceptions of the wider community. To create confidence that positive results can be sustained, any organisation can search for evidence that actions and efforts are soundly based, systematic, and continuously reviewed and improved. The challenge goes further than this though. Corporate confidence is also based on an organisations ability, own insight and knowledge of its Strengths and Areas for Improvement, particularly in relation to its ability to identify and develop strategies and align the organisation to deliver those strategies to enhance performance. Using a process EFQM calls Self-Assessment organisations have the possibility to produce a comprehensive picture of their overall fitness at a given moment in time. This picture, which gives valuable feedback on the effectiveness and efficiency the organisations approaches across all its activities, provides a powerful driver for great meaningful improvement.