1. Perpetual Guardian founder Andrew Barnes hails four-day week trial

    September 2, 2018 by ahmed

    Originally posted by Zane Small on NewsHub

    A four-day working week sounds like a dream for most, but for some lucky Kiwi employees it’s become a reality.

    New Zealand trust company, Perpetual Guardian, has been trialling four-day working weeks for employees since March this year, without changing the salary or making working days longer.

    In February, founder Andrew Barnes told The AM Show he predicted his 200-strong team would have the same output, and was confident staff would be more productive knowing they have more time off.

    Mr Barnes returned to The AM Show on Wednesday, hailing the results of the trial as “really exciting”. He said staff productivity levels were up, stress levels were down, and customer engagement levels with the company went up over 30 percent.

    Perpetual Guardian staff were asked before the trial to explain how they planned to maintain their work output despite spending less time in the office, and then develop a plan. Most companies just tell staff what to do, but Mr Barnes says he didn’t want to do that.

    “This is bottom-up engagement; it makes the staff more engaged, more empowered, and more enthused about the whole thing,” he said, highlighting that staff aren’t expected to work more hours so long as they can produce their work on time.

    One of the challenges of the change is at the leadership level, Mr Barnes said, because “everybody in leadership says it’s never going to work, so they approach it with a bit of scepticism. We’re all conditioned to think you’ve got to spend five days in the office.”

    Interestingly, he said staff initially struggled with the extra day off and had to adjust to it. But stress levels eventually dropped “quite significantly”, despite staff knowing they had to meet their targets with less time spent in the office.

    Mr Barnes said he’s putting recommendations to the company’s board next week, with the hope that the scheme will continue. The company generated about the same amount of revenue during the trial period, he said, and costs were down, with people spending less time in traffic and less time using power in the office.

    Mr Barnes says the trial isn’t about how much time off people should get, but rather about productivity and how it can be achieved. He said the company pays staff to get a job done, and it shouldn’t matter if they’re able to do it in two days, three days or four days – as long as it’s done well.

    The extra day off for staff is a gift, Mr Barnes said, and they work hard to maintain the privilege. He says every company in New Zealand should give the scheme a go.


  2. Best Practice Report – Ideas Management System

    September 1, 2018 by ahmed

    Ideas management is a structured process of generating, capturing, organising, evaluating, and selecting ideas to improve your organisation. An ideas management system is the mechanism that enables organisations to perform all of this (and more) in an interconnected way. These days, most organisations use software to make the job easier. Since there are many different types of e-based ideas management systems available, it is important to choose one that meets your organisation’s needs. More sophisticated systems will monitor and prompt you when new ideas are submitted; promote collaboration; enable peer evaluation; be totally accessible from PCs, smartphones, and tablets; and, provide trends and metrics to recognise key contributors and measure outcomes.

    This report outlines the best practices research undertaken by BPIR.com in the area of ideas management systems. The best practices have been compiled under seven main headings. This new layout is designed to enable you to scan subjects that are of interest to you and your organisation, quickly assess their importance, and download relevant information for further study or to share with your colleagues.
     
     

    In This Report:

    1. What is an ideas management system?
    2. Which organisations have been recognised for excellence for their ideas management system?
    3. How have organisations reached high levels of success by having an ideas management system?
    4. What research has been undertaken into ideas management systems?
    5. What tools and methods are used to achieve high levels of success in ideas management systems?
    6. How can an ideas management system be measured?
    7. What do business leaders say about ideas management systems?

    Access the report from here. At the bottom of the page is a PDF version of the report for easy reading. If you are a non-member, you will find some of the links in this report do not work. To join BPIR.com and support our research simply click here or to find out more about membership, email membership@bpir.com. BPIR.com publishes a new best practice every month with over 80 available to members.


  3. What keeps rocket scientists happy at work (could engage your employees, too)

    August 31, 2018 by ahmed

    Originally posted by Christine Schaefer on blogrige

    A 2017 Baldrige Award Winner with a Strong Workforce Focus
    Want to improve workforce engagement in your organization? Consider what you can learn from one of the nation’s identified role models for high performance. For example, in the business sector, you might study Stellar Solutions, a 2017 Baldrige Award-winning small business based in Palo Alto, California, that provides professional engineering services in the aerospace field.

    Stellar Solutions has been repeatedly designated a “Great Place to Work” by Fortune magazine in recent years (from 2014 to 2017). 2017 employee survey results show that 99 percent of respondents agree that “taking everything in to account, Stellar is a great place to work.” For the same four consecutive years, survey data show that 100 percent of its customers would recommend the company to others.

    How does Stellar Solutions engage its rocket scientists (among other employees) to achieve such enviable results? From its inception in 1995, the woman-owned business has set a vision of aligning “employees’ dream jobs” with its customers’ critical needs.

    Systematic Processes
    To meet its objectives of having (1) engaged, satisfied employees, (2) employees’ “dream jobs” matched with customers’ critical needs, and (3) “low to no attrition,” Stellar has created a system of workforce-focused processes (in alignment with category 5 of the Baldrige Criteria for Performance Excellence) that include the following practices:

    • Conducting monthly face-to-face employee visits/meetings
    • Creating employee incentive bonus plans and review these with employees
    • Completing annual updates to each employee’s “Dream Job Worksheet” and review progress quarterly
    • Providing annual required training
    • Providing professional development training
    • Providing recognition through bonuses

    Measures and Results
    Key metrics used by Stellar to measure its approaches for developing and retaining employees include completion of annual bonus plans, quarterly dream job assessments (i.e., reviewing progress on each employee’s Dream Job Worksheet), employee participation in training, bonuses paid, employee survey ratings, and attrition.

    In addition, Stellar measures its progress in relation to its identified top three drivers of employee engagement: (1) feeling empowered and trusted to do what’s best for the customer, (2) feeling encouraged to balance one’s work life and personal life, and (3) feeling that one’s work has special meaning rather than being “just a job.”

    For the company’s 2017 employee survey, 100 percent of respondents agreed with the statement “I am empowered and trusted to do what is best for my customer.” In addition, 98 percent agreed with the statement “I am encouraged to balance my work life and my personal life,” and 97 percent agreed that “My work has special meaning: this is not ‘just a job.’”

    Key Points
    At the end of a presentation of its workforce-focused practices for the Baldrige community in April, Stellar shared these two key points:

    • “Our employees are our greatest resource.” Stellar Solutions keeps employees engaged by “helping them work toward their dream jobs and empowering them to identify and solve our customers’ most critical needs.”
    • “It is important for us to encourage and offer multiple outlets for collaboration and communication among our workforce to share knowledge across various locations and projects.”

    What do other organizations do (or not do) to engage workforce members? Please share ideas by submitting a comment below.


  4. Best Practice Report – Paramedics and Paramedic Training

    August 25, 2018 by ahmed

    There are usually three levels of emergency medical technician (EMT) certification for the emergency medical services (EMS): entry, intermediate, and advanced. Paramedics (sometimes referred to as ambulance officers) possess the advanced (or highest) level, which can only be achieved after some 1200-1800 hours of training.
    Paramedic training needs to be extremely rigorous; these are, after all, the people who attend to the injured or ill at the scene of a medical emergency. In a rescue mission, it is often a paramedic who takes the lead, and who has the most responsibility for decision-making. For this reason, paramedic training generally comprises two major components. The first focuses on advanced life support as well as many of the functions of a basic EMT; these include performing cardiopulmonary resuscitation (CPR), treating wounds, delivering babies, and undertaking patient assessments prior to arrival at the hospital. The second is crisis management, including strong leadership, keeping calm and composed, and being able to perform life-saving functions in stressful situations.

    This report outlines the best practices research undertaken by BPIR.com in paramedic training. The best practices have been compiled under seven main headings. This layout is designed to enable you to scan subjects that are of interest to you and your organisation, quickly assess their importance, and download relevant information for further study or to share with your colleagues.
     
     

    In This Report:

    1. What is a paramedic, and what does paramedic training entail?
    2. Which organisations have received recognition for the excellence of their paramedics or their paramedic training?
    3. How have organisations reached high levels of success in paramedic training?
    4. What research has been undertaken into paramedics and paramedic training?
    5. What tools and methods are used to achieve high levels of success in paramedic training?
    6. How can the effectiveness of paramedics and paramedic training be measured?
    7. What do business leaders say about paramedics and paramedic training?

    Access the report from here. At the bottom of the page is a PDF version of the report for easy reading. If you are a non-member, you will find some of the links in this report do not work. To join BPIR.com and support our research simply click here or to find out more about membership, email membership@bpir.com. BPIR.com publishes a new best practice every month with over 80 available to members.


  5. COER News – Articles on Business Excellence, Benchmarking, Best Practices and Innovation

    August 20, 2018 by ahmed
    The Centre for Organisational Excellence Research (COER), BPIR.com’s sister organisation, recently published its latest newsletter for August 2018.
    Download a copy of COER’s August 2018 Newsletter here.

    qmf
    The contents of the newsletter are described below:

    • The Global Organisational Excellence Congress
    • 10-12 Dec 2018, Abu Dhabi, UAE
    • Launch of Public Service Excellence Program in Tonga
    • Dubai We Learn: Dubai Police
    • Best Practice Reports
    • Latest Self-Assessment Tools
    • COER Research Projects
    • Excellence Without Borders Update
    • Positivity for Excellence
    • Factors Leading To Successful Benchmarking
    • PhD Research Opportunities
    • Read the Latest on Our Best Practice Resource – BPIR.com
    • Other Activities/Articles of Interest by COER’s friends and partners
    • Australian Organisation for Quality: Qualcon 2018, Brisbane, Australia 14 – 16 Oct
    • EFQM Forum 2018: Symphony of Excellence 18 th – 19 th Oct
    • Performance Excellence Summit & Canada Awards for Excellence
    • Canadian Business Excellence Awards for Private Businesses