1. And the winner is…

    December 10, 2009 by
    The winners of New Zealand Business Excellence Award were announced on Friday 20th November,  the winners were:
    Royal New Zealand Navy – Gold award
    New Zealand Fire Service – Silver award
    Western Bay of Plenty District Council – Silver award

    The New Zealand Business Excellence Award is based on the US Baldrige which gives the winners a global recognition.

    Congratulations for the winners

    Media press release:

    Navy sails to victory in NZ’s toughest and most prestigious performance excellence awards

    The Royal New Zealand Navy have achieved the highest accolade in the 2009 New Zealand Business Excellence Awards, to be presented at a gala luncheon today (Friday 20th Nov).
    Another state service, The New Zealand Fire Service is to receive a silver award, as will the Western Bay of Plenty District Council.

    The awards are administered by the New Zealand Business Excellence Foundation. Foundation CEO, Mike Watson, says “Being awarded a Gold gives the winner official World Class status. These awards are unique in that they are based on an international criteria and scoring system and a rigorous 4 stage assessment process. They are the only awards in New Zealand which are fully aligned to the internationally respected US Baldrige criteria. Only 2 other Gold level Awards have been presented in New Zealand in the past 13 years.”

    The presentation of the Gold Award marks the culmination of more than a decade of hard work by the Navy having already achieved 2 NZBEA bronze and a silver award. In their assessment the judges recognised: “The Royal New Zealand Navy have demonstrated a long term commitment to excellence and achieving their vision (to be the best small nation navy in the world). Organisational learning and a strong commitment to teamwork is well embedded in the Navy coupled with a passion for efficiency and innovation. The Navy have a number of world class systems and are recognised as a role model for many other organizations.”

    Chief of Navy, Rear Admiral Tony Parr said “This award is both national and international endorsement of the Royal New Zealand Navy as a world class organization. Operational excellence in the delivery of maritime military capability is our ultimate goal but we know that we can only achieve this if we have excellent business processes to keep our ships at sea and our people trained, competent and motivated.  The NZBEA Gold Award, and the rigorous evaluation process it involves, demonstrates that the Navy understands its business, understands how its resources are allocated and is disciplined about its strategic direction.”

    The New Zealand Fire Service embarked on the NZBEA journey in 2002, winning a bronze award in 2005.  NZFS Chief Executive and National Commander Mike Hall says "Achieving a Silver Business Excellence award is the culmination of a great deal of hard work and commitment from across the organisation.  This award recognises that effort and encourages us to maintain our performance improvement focus for the Fire Service."

    The other organization to be awarded an NZBEA silver award is Western Bay of Plenty District Council. CEO, Glenn Snelgrove said the silver award validated his organisation's approach that integrated planning, service delivery and monitoring in local government was fundamental to delivering effective results.
     "Council's are inherently complex organisations that often have to meet the competing demands of providing an array of services within the bounds of a tight legislative, budgetary and reporting framework.  The NZBEF model has been fundamental to ensuring every member of the council team is focused on meeting these demands through well planned, cost effective service delivery to Western Bay residents and ratepayers."

    Presented alongside the Business Excellence Awards will be the distinct second tier of awards, the NZ Business Achievement Awards. These are an abridged but still tough version of the Business Excellence Awards. Honoured in this category will be Saint Clair Family Estate and Recreational Services.

    Managing Director of Saint Clair Family Estate Neal Ibbotson said that achieving the highest level in the 2009 NZ Business Achievement Awards is due to the commitment of all of the quality Saint Clair team.  “We commit to quality across all aspects of our business – quality people, quality vineyard management, quality wine making, quality marketing and quality distribution.  We continually ask the question ‘How Do We Do It Better'?  This award signifies the success of our philosophy while at the same time empowers us to continue to grow, develop, and improve.
    It is the team approach of our excellent people who are able to make a difference and ensure the highest possible standard within the business with the ultimate goal of producing world class wines of excellence”.

    Brett Turner, Managing Director, Recreational Services says “This is a great reward for all involved – more than ticking the boxes of a submission process we really took on board all the learnings, and have made significant changes throughout the company. It is great to have this formal recognition, but even better to know that we are now a more focused and dynamic organisation as a result of the process we went through to achieve it.”

    The 2009 New Zealand Business Excellence Awards Gala Luncheon takes place at the National Maritime Museum in Auckland, 11.45 – 3.30 today (Friday 20th November).



  2. Keyword Searches

    November 23, 2009 by
    The strength of the BPIR.com is found in its vast amount of content in the form of research and case studies, and the fact that it is all accessible by keyword searches. To do a keyword search simply type your keyword into the "search site" box at the top right of the BPIR.com Home Page. Note if you perform this search from the non-members area you will only find information in the non-members area – to see the power of this search it needs to be done in the member's area.

    The value of doing a keyword search is evidenced by a recent request from a member who needed assistance in finding information on "Best Practices in ATTENDANCE MANAGEMENT." We had a look using the keyword search feature. We searched "Absence", "Absenteeism", "Attendance", and "Employee Absence" and were able to respond with:

    Keyword: Attendance
    Measures (2)
    Tools & Techniques (5)
    Case Studies (12)
    Research Studies (7)
    See screenshot of search results

    Keyword: Absence
    Measures (6)
    Tools & Techniques (10)
    Case Studies (16)
    Research Studies (13)
    See screenshot of search results

    Keyword: Absenteeism
    Measures (8)
    Tools & Techniques (10)
    Case Studies (9)
    Research Studies (26)
    See screenshot of search results

    Keywords: Employee Absence
    Measures (6)
    Tools & Techniques (7)
    Case Studies (11)
    Research Studies (10)
    See screenshot of search results

    Some of these may be duplicates. None specifically address "Best Practices in Attendance Management", but best practices can be drawn from the Case Studies and Research Studies. For example things like Employee Engagement, Work/Life Balance, Wellness Programmes, Reward and Recognition programmes, Job Sharing are all reported as being useful in reducing absenteeism (improving attendance)

    Here are a couple of the 10 Research Studies that came up in a keyword search "employee absence".

    Absence control and unscheduled absences

    This snippet and its associated article provide evidence of the use of absence control programmes. In a 2004 CCH absence survey employers reported that 60% of unscheduled absences were for reasons other than physical illness. Reasons given for absences included: family issues (21%), personal needs (20%), employees` entitlement mentality (14%), stress (5%).

    Respondents ranked absence control programmes on a 1-5 scale in order of effectiveness as:
    1) Paid leave banks (also known as paid time-off programmes) 3.9 (used by
    21%). These programmes provide employees with a bank of hours to be used for various purposes instead of traditional separate accounts for sick, vacation, and personal time;
    2) No-fault systems 3.7 (used by 31%). This programme limits the number of unscheduled absences allowed, regardless of circumstances, and take specific
    disciplinary actions if that number is exceeded;
    3) Disciplinary action (most popular and used by 88%) 3.5;
    4) Buy-back programmes 3.4 (used by 17%). In these programmes employees are compensated for the allotted time off that they don`t use;
    5) Yearly review process 3.2 (used by 58%);
    6) Personal recognition programmes 3.10 (used by 33%);
    7) Bonus programmes 3.10.
    Article R6299

    Work / Life Balance Initiatives impact on absenteeism

    This snippet and its associated article discuss the impact of Work / Life Balance Initiatives on absenteeism. In a 2004 CCH absence survey employers reported they had an average of 3.4 work-life programmes in operation and those organisations reported as having better morale offered a greater number of initiatives than those with fair to poor morale. Respondents also ranked, on a 1-5 scale, the work-life balance initiatives used that best reduced unplanned absences. These were reported in order of effectiveness

    1) Flexible scheduling 3.8 (used by 66% of respondents);
    2) Compressed work week 3.8 (used by 28% of respondents);
    3) Leave for school functions 3.6 (used by 24% of respondents);
    4) On-site health services 3.6 (used by 23% of respondents);
    5) Job sharing 3.5 (used by 25% of respondents);
    6) Telecommuting 3.5 (used by 20% of respondents);
    7) employee assistance program 3.0 (used by 73% of respondents);
    8) Work-life seminars 3.0 (used by 15% of respondents);
    9) Wellness programs 3.9 (used by 41% of respondents);
    10) Child care referral programs 2.8 (used by 14% of respondents)
    Article R6299

    If you haven't already – why not join the BPIR right now?

    Our resources will not only help you to get through the recession they can also help to take your business to the next level.

    Kevin McKenna

  3. Knowledge Management Webinars

    November 9, 2009 by
    Knowledge Management is one of the hot and emerging subjects of the day  – it is  playing a crucial part in the competitiveness of organisations. To be competitive in the future it is important to understand what is knowledge management, why is it so important to each one of us, and how to implement an efficient and effective knowledge management process.

    To help companies on their knowledge management journey a series of Knowledge Management webinars will start on the 25th of November starting with the Schaeffler Group of Germany.

    Mr. Paul Seren Head of Knowledge Management at Schaeffler Group will present Schaeffler’s Knowledge Management journey since 2000 and main areas for Knowledge Work and Knowledge Management at the Group.

    By participating in the webinar you will have the opportunity to share best practices and discuss Knowledge Management issues and receive documentation of the presentation, discussion, and   case study.

    As a special offer BPIR members will receive a 15% discount when signing up for the webinar, please email webinar@bpir.com to obtain the discount code.

    To effectively deploy knowledge management and enable the successful leveraging of information and knowledge assets within your organisation by learning from leading companies sign up now at http://www.benchmarkingpartnerships.com.au/w_webinarSchaefflerGroup.htm


    Ahmed Abbas
    Benchmarking Researcher

    Paul Seren
    Mr. Paul Seren, Head of KM at Schaeffler Group

  4. Social media use by organisations: a recent report


    According to a recent survey by the International Association of Business Communicators (IABC), social media offers an important and growing set of communications tools. These tools are being utilised by organisations worldwide for effective employee engagement.  The survey which involved almost 1500 participants specifically addressed the use of internal/external social media tools, see the charted results below. Blogs were used most at 47%, and discussion boards (or internet forums) ranked very high at 65% when planned future use is taken into account. Interestingly the survey revealed that more than half of top executives did not use social media, however 12% did regularly use internal and external social media.

    See full survey results on the iabc.com website [pdf link]  

    Neil Crawford

    Senior Researcher
    BPIR.com Limited

  5. The BPIR.com and recession proofing your business

    October 20, 2009 by

    How has the recession affected your business and what are you doing about it? With the current economic climate organisations everywhere are thinking one thing: “How can we survive the recession?”

    There are a number of ways your business can survive the recession. Some positive (reducing costs, optimizing, expanding), and some negative (layoffs, downsizing). Either way the BPIR.com can help you to research ideas and provide information on best practices for successful implementation.

    The strength of the BPIR.com is found in its vast amount of content in the form of research and case studies, and the fact that it is all accessible by keyword searches. Our research can help to prove or disprove your current plans, and you do not have to reinvent the wheel but refer to case studies from award winning industry leaders.

    If you haven't already – why not join the BPIR right now? Our resources will not only help you to get through the recession they can also help to take your business to the next level.

    As a follow-up to our previous post on the telecommunications industry , check out the snippet below from one of our many cases studies.


    Digital Island Communications in New Zealand

    The following is a refreshing account of some well earned success achieved by Digital Island Communications in New Zealand. DI are a top ICT company that provides internet & data services, toll calling, phone lines & systems, mobile phone services, conference calling, phone cards and fax-to-email services. They were also winners of the Deloitte Fast 50 "Fastest growing technology company in 2008", and "Fastest growing telecommunications business" award in October 2007.  Ruth Le Pla [1] in NZ Business magazine writes that in a slowing economy DI was losing a lot of revenue and to overcome this it worked at improving its total operations and closely examined its underlying business model.  As a result instead of retrenching this led DI to make the following improvements:

    • Carrying out a re-branding exercise in order to put a new sparkle into its image,
    • Examining the products offered and eliminating poor performers,
    • Dropping some suppliers and picking up new ones as appropriate,
    • Proactively offering key customers better prices i.e. reducing costs!
    • Assigning additional staff to focus on loyal customers,
    • Improving service levels,
    • Leveraging technology by implementing sales-force software and efficient document management systems,
    • Implementing cost reductions by targeting areas where the greatest impact and maximum gain would be achieved and not by “nit picking”,
    • Managing debtors closely by following up personally on the 21st of the month.
    • Communicating well internally so that staff were always in the picture,

     As a result of these actions Digital Island achieved more than 25% revenue growth for the 2009 financial year. Blair Stewart of Digital Island said that "When times become tough, you need to make better decisions faster than ever,” and offered the following advice for achieving growth:

    • Stay in touch with cash flows.
    • Add value to customers.
    • Personalise offers.
    • Develop ways to up-sell.
    • Carry out contingency planning.
    • Work closely with key suppliers and banks developing a relationship of openness and honesty.
    • Guide customers through sales processes and keep them informed, customers value the experience just as much as they value the result.
    • Don't read newspapers. They spread negativity.
    • Be positive. (The attitude projected by management teams has an incredible effect on an organisation.)

      [1]  Le Pla, R., (2009), The tough get going!, NZ Business, Vol 23, Iss  6, pp 24-28, Adrenalin Publishing Ltd., Auckland

    Members may read the full article (click here)   which provides further helpful tips regarding three organisations that have bucked the trend by rising against the recession.