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    Presentation EFQM Excellence Model & RADAR Scoring System

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    knowmyview
    The document discusses the importance of employee orientation according to the EFQM Excellence Model. It notes that people are key to service quality and shape customers' perceptions of an organization. It also discusses reasons why employee orientation is not always implemented, such as a lack of leadership or focus on short-term profits. The document advocates for measuring employee satisfaction and involvement through surveys.

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    Presentation EFQM Excellence Model & RADAR Scoring System

    Uploaded by

    knowmyview
    2K views18 pages
    The document discusses the importance of employee orientation according to the EFQM Excellence Model. It notes that people are key to service quality and shape customers' perceptions of an organization. It also discusses reasons why employee orientation is not always implemented, such as a lack of leadership or focus on short-term profits. The document advocates for measuring employee satisfaction and involvement through surveys.

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    The document discusses the importance of employee orientation according to the EFQM Excellence Model. It notes that people are key to service quality and shape customers' perceptions of an organization. It also discusses reasons why employee orientation is not always implemented, such as a lack of leadership or focus on short-term profits. The document advocates for measuring employee satisfaction and involvement through surveys.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    2K views18 pages

    Presentation EFQM Excellence Model & RADAR Scoring System

    Uploaded by

    knowmyview
    The document discusses the importance of employee orientation according to the EFQM Excellence Model. It notes that people are key to service quality and shape customers' perceptions of an organization. It also discusses reasons why employee orientation is not always implemented, such as a lack of leadership or focus on short-term profits. The document advocates for measuring employee satisfaction and involvement through surveys.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 18

    The EFQM Excellence Model, a strategy

    that also gives a helping hand to people

    itSMF Annual Conference November 2005, Brighton

    Klaus Franke
    klaus.franke@proxima-tech.com
    „Service often a desired competitive
    advantage“

    Price; 11,7%

    Quality;
    10,7% Service;
    40,8%

    Innovation /
    Technology;
    36,8%

    Morschett, Dirk "Internationalisierung produktbegleitender Dienstleistungen." 2004.


    http://www.wiwi.uni-sb.de/him/material/Studie%20Internationalisierung%20produktbegl.%20DL.pdf (31 Aug. 2005).
    Why is employee orientation
    important?

    ƒ people are key to service quality


    ƒ people shape the appearance to the outside
    ƒ less defects
    ƒ to spawn ideas for continuous improvement
    Some reasons why its not always
    implemented

    ƒ leadership problem command


    ƒ strive for short term profit
    ƒ force to reduce staff
    ƒ tradition control

    sl ow !
    too

    criticise
    Functional Chain

    Leadership

    People

    Processes, Customers

    Results
    The EFQM Excellence Model -
    benchmark for top performance

    Innovation and Learning


    Criteria Structure

    Criteria Sub-Criterion
    1d
    1c
    1b
    1a
    1 Criterion parts
    Leadership
    Areas to address

    5e
    5d
    5c
    5a 5b
    5
    Criterion parts
    Processes

    Areas to address
    Criterion 3. People

    3a “People resources are planned, managed and


    improved”
    3b “People's knowledge and competencies are
    identified, developed and sustained”
    3c “People are involved and empowered”
    3d “People and the organisation have a dialogue”
    3e “People are rewarded, recognised and cared for”
    Criterion 7. People Results

    7a Perception Measures (75%)


    – Motivation
    – Satisfaction
    7b Performance Indicators (25%)
    Employee Satisfaction Indicator
    Examples

    ƒ Satisfaction
    – Level of training
    – Acknowledgement of individual or team performance
    – Ratio of sickness and absence
    – Employee complaints
    – Employee turnover
    ƒ Participation
    – Ratio of improvement suggestions
    – Number of people in improvement teams
    Self-Assessment

    g th s
    Excellence stren
    Model areas for
    Self improvement
    Assessment
    p ro g re s
    s me a s
    u re
    RADAR
    RADAR Logic

    Plan
    Results

    Assess and Develop


    Review Approaches

    Deploy
    Approaches
    RADAR scoring matrix enablers
    Elements Attributes 0% 25% 50% 75% 100%
    Approach Sound:
    ■ approach has a clear No evidence or Some evidence Evidence Clear Evidence Comprehensive
    rationale anecdotal evidence
    ■ there are well defined
    and developed
    processes

    ■ approach focuses on
    stakeholder needs

    Integrated:
    ■ approach supports No evidence or Some evidence Evidence Clear evidence Comprehensive
    policy and strategy anecdotal evidence
    ■ approach is linked to
    other approaches as
    appropriate
    0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

    Elements Attributes 0% 25% 50% 75% 100%


    Deployment Implemented:
    ■ approach is No evidence or Implemented in Implemented in Implemented in Implemented in all
    implemented anecdotal abut 1/4 of relevant about 1/2 of about 3/4 of relevant areas
    areas relevant areas relevant areas

    Systematic:
    ■ approach is deployed No evidence or Some evidence Evidence Clear evidence Comprehensive
    in a structured way anecdotal evidence
    0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

    Figure taken from The European Foundation for Quality Management 2003 "Assessing for Excellence", EFQM, Brussels.
    RADAR scoring matrix enablers
    cont.
    Elements Attributes 0% 25% 50% 75% 100%
    Assessment Measurement :
    and Review ■ regular measurement No evidence or Some evidence Evidence Clear Evidence Comprehensive
    of the effectiveness of anecdotal evidence
    the approach,
    deployment is carried
    out
    Learning:
    ■ learning activities are No evidence or Some evidence Evidence Clear evidence Comprehensive
    used to identify and anecdotal evidence
    share best practice
    and improvement
    opportunities
    Improvement:
    ■ output from No evidence or Some evidence Evidence Clear evidence Comprehensive
    measurement and anecdotal evidence
    learning is analysed
    and used to identify,
    prioritise, plan and
    implement
    improvements
    0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

    Figure taken from The European Foundation for Quality Management 2003 "Assessing for Excellence", EFQM, Brussels.
    RADAR scoring matrix results

    Attributes:
    – Trends
    – Targets
    – Comparisions
    – Causes
    – Scope

    Elements Attributes 0% 25% 50% 75% 100%


    Results Trends:
    ■ trends are positive No results or Positive trends Positive trends Strongly positive Strongly positive
    and/or there is anecdotal and/or satisfactory and/or sustained trends and/or trends and/or
    sustained good information performance on good performance sustained excellent sustained excellent
    performance some results over on many results performance on performance in all
    the last 3 years over the last 3 most results over areas over at least
    years at least 3 years 5 years

    Total 0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

    Figure taken from The European Foundation for Quality Management 2003 "Assessing for Excellence", EFQM, Brussels.
    Employee Surveys

    ƒ Benefits
    – planning tool
    – involvement instrument
    ƒ requires readiness for
    change by management
    ƒ most commonly an
    anonymus questionnaire
    ƒ to be analysed a.s.a.p.
    Example Report

    ƒ e-Surveys
    allow
    instant
    reporting
    Conclusion

    ƒ People are key to service quality


    ƒ The EFQM Excellence Model a successful quality
    strategy
    ƒ Self-Assessment the path to improvement
    ƒ Employee surveys required to measure people
    development and involvement

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