|Welcome to the NZBEF e-news, designed to bring you the latest updates, information and blog posts from NZBEF and Business Excellence in New Zealand. We thank you for your continued support of the Foundation.
Nowadays change seems happen at a breakneck pace, and organisations that aren't fostering a "culture of learning" could find that they may be left behind. To survive and even flourish, business leaders must create a culture of learning, which means embracing new information and innovations and leveraging those into a pipeline of talent, thus creating a competitive advantage.
Organisations that effectively train and develop talent are those that focus on core skills that are most important to success, both technical skills and soft skills like leadership and communications. This focus enables the organisations to be more agile in responding to a changing business climate.
For me this is why I believe the criteria is such a valuable asset within an organisations arsenal. It very easy to create a culture of learning, there are a plethora of business, HR, technical and marketing courses available but one has to ask, what value can these courses add to an organisation and is this learning aligned to the organisations mission, vision and values? An overarching framework is gold! The criteria can provide structure to a culture of learning.
Membership and Marketing Manager
Welcome to our newest members!
We are happy to announce that the following organisations have choosen to become members of the the Foundation.
Far North District Council
Where are you on the journey
As you will know one of the key elements of using the Criteria for Performance Excellence is the encouragement to continually measure your organisation’s progress. This assists in a number of ways;
Some organisations chose to do this by entering the Business Excellence Awards programme which is underway at the moment. One outcome of this is obviously to celebrate the well-deserved success of the organisation, but also to benefit from an in-depth feedback report highlighting your strengths and OFIs. This can then become the roadmap for progress over the coming years – and is a natural leader into re-entering when the time is right. You may wish to start thinking about this now and whether the time is right for your organisation.
- It identifies your Strengths as an entity
- It highlights your Opportunities for Improvement (OFIs)
- It measures progress over a given period of time
- It highlights areas of adjustment and recalibration to keep your organisation on track
But not all Members chose that path – or feel they are ready for this commitment. The Foudnation has a number of other assessment tools which can be used with a similar outcome. Whilst there is no public recognition, there is the ability to measure progress and to chart the priorities for the next year at least.
Our tools include;
1 Online Strategic Assessment – this is based on a pre-determined question set which reflects the Criteria categories – Leadership, Strategy, Customers, Workforce, Measurement - Analysis - Knowledge Management, Operations and Results. This can be undertaken with a group or whole of your organisation. The results are then consolidated to give an overview of the strengths and OFIs between each category but also within elements of the category. Results can also be provided based on departments, job levels, tenure – or some other matrix that you believe is important to your organisation. The results are then presented in a face to face debrief session.
Your results will also be benchmarked against the NZ average as defined by NZBEF based on 850 past respondents in a variety of organisation types and sizes. In addition we compare you to the results from a Gold Award winner so you can identify the areas to focus on to become world-class.
2. Workforce Engagement Survey – we have developed a question set aligned to the Criteria which will gauge the satisfaction of the staff in your workplace. Some of the areas addressed are:
As above this can be completed by all or some of your staff and the results presented in a report and powerpoint presentation for further discussion within your organisation.
- My organisation’s direction and leadership
- My work environment
- My understanding of the need for organisational change
- My health and safety
3. Facilitated assessment – this involves us meeting face to face with a nominated team from your organisation to work through the questions in the Criteria and to determine a group perspective. The value in this exercise is encouraging the discussion and arriving at a consensus which again can be used to set priorities going forward.
All of these assessments can be re-measured over a period of time, ie we can easily produce comparative reports based on the same question set. This is particularly valuable to measure progress, and to see what change management activities need to be recalibrated – and if necessary realigned with your OFIs.
These tools can be used direct by our Members, but also by our Consulting Members for the benefit of their clients.
We would be happy to talk further with you about these tools. We are also keen to introduce other assessment tools for the other Categories and are currently looking at Leadership and Strategy. Again if these interest you please let us know and we can talk more.
Calling all Evaluators...........
The Foundation works with a number of other organisations to manage their Awards evaluation process. This helps to ensure rigour but also independence in selecting the winners and finalists.
We are seeking expressions of interest from potential evaluators to assist the Foundation and Franchise Association NZ with evaluations this year. You would need to be able to meet the following dates and be able to evaluate 4-5 applications.
14 August Applications due
17 August – 18 September Individual evaluation of applications
31 August – 11 September Telephone/face to face interviews to be held
25 September Final scores and feedback reports to NZBEF
This opportunity is open to evaluators who have completed the Foundation’s training and been a part of an evaluation team in the past few years.
If you are interested in assisting the Foundation with this can you please let me know and I can send you further information etc. As always we sincerely appreciate the assistance you provide in taking part in this. It is our goal to ensure you get as much learning and development as possible out of the process – as well as contribute to the quality of NZ businesses. So thank you very much in advance. Without your efforts we couldn’t provide this service.
3 lessons I’ve learnt about the business excellence framework
By Tracey Hancock
Last month Trish MacPherson talked about business excellence being a “good coach”. I’m a life and business coach so really enjoyed how Trish showed the practical use of the framework in a personal setting.
Through the 3 lessons I’ve learnt, it has become even clearer to me that the non-prescriptive, holistic framework can be used in any number of different settings – small, medium or large businesses, new or existing organisations, or within specific units, groups or teams.
The 3 lessons I’ve learnt
In getting to know, understand and use the business excellence framework, I’ve learnt three key lessons:
- It’s not about size, it’s about performance
- I can create change now
- Start now, from where you are
It’s not about size, it’s about performance
Thinking your business is too small or too large for the framework to really work effectively?
I’m the proud owner of two businesses – a life coaching practice and a business consultancy that specialises in planning. Total number of employees across both is 1 (me) plus a virtual assistant who helps out from time to time. I use the business excellence framework. It’s provided a robust structure in which to setup and to grow my business from.
I know from working in an organisation of approximately 200 people and having evaluated larger organisations, that the framework suits them just as much as it suits me.
The framework is more than just the 7 categories. You may recall that it is based on the beliefs and behaviours of high-performing organisations. Those beliefs and behaviours “… are the foundation for integrating key performance and operational requirements within a results-oriented framework that creates a basis for action, feedback and ongoing success.” (pg 39, 2015 Criteria for Performance Excellence).
So I think the question is “do you want to be a high-performing organisation?” And a
“yes we want to be high-performing” response trumps size any day.
I can create change now
If you’re fortunate enough to work in an organisation where the business excellence framework is very well embedded, great! If, however, the framework is being talked about but there’s not much happening and in fact it’s spluttering along in a “we’re not sure if we really want to do it” kind of way, take heart.
I remember as a young manager being told by someone more senior that it is easier to seek forgiveness than permission. At first I thought oh-no I can’t possibly go off and do something without permission. But of course I could, it’s not like I was going to do anything crazy or reckless!
I had been waiting to get permission to do things that I knew would add value to the organisation, and greatly assist my team and the customers we served.
Give yourself permission to bring the framework to life in your part of the business. Even if that is just you, YOU can make a big difference. Confirm your priorities or goals, better understand your customers, review your processes, measure performance and so much more.
What can YOU do now to bring the framework to life? Walk the talk and become an example for others to follow.
Start now, from where you are
If you or your organisation is waiting for “someday”, the “right time” or for when all the ducks are lined up, stop. Stop waiting and start.
Use the framework to understand where your organisation is at now. It’s the perfect platform from which to identify opportunities and then include these in your strategic or business plan.
Yeah sure I could have waited until my businesses had more team members but how many is the right number? Or businesses could wait until they’ve tidied things up, but that’s what the framework will help you do.
It’s like having someone phone to say they’re popping round to your place and you madly scramble to tidy up the whole house and are consumed with dread because you won’t have time to mow the lawns. When all they want to do is stop by briefly and drop off a thank you gift for something you did for them.
All that work and effort, while well intentioned, was mis-directed. Imagine the benefits of focussing people’s attention and energy on what matters most. The framework will help you do that.
My challenge to you…
What can and will you do today to progress the business excellence journey in your business or organisation?
||A Map for Total Performance
Monday 25 June 2015
Posted by Dawn Marie Bailey No one can deny that there are plenty of quality tools out there to improve performance—of a team, of a process, of a product—but to integrate those tools and know where to apply them for … Continue reading →
A Comprehensive Excellence Framework for Post-Acute and Long-Term Care
Thursday 23 June 2015
Posted by Christine Schaefer Following is an interview with Baldrige alumnus examiner Christopher E. Laxton, executive director of AMDA–The Society for Post-Acute and Long-Term Care Medicine (formerly the American Medical Directors Association). Laxton compares the Baldrige Excellence Framework (which includes … Continue reading →
For Manufacturers, Baldrige Could be the “Cure” for Focusing on the Future (Part II)
Thursday 18 June 2015
This blog continues from part I. Posted by Dawn Marie Bailey How Manufacturers Use the Baldrige Criteria to Focus on the Future (continued) Baldrige Award recipient Lockheed Martin Missions and Fire Controls (MFC), a $7 billion dollar business, manufactures high-precision … Continue reading →