1. Reserve these dates – The Global Organisational Excellence Congress, 10-12 December 2018, Abu Dhabi, UAE

    March 1, 2018 by ahmed

    Abu Dhabi 2018

    Posted by Dr Robin Mann, CEO, COER Limited and BPIR.com

    Start planning now to attend the Global Organisational Excellence Congress

    This is going to be an event that gets you excited with a big WOW!

    The Abu Dhabi International Centre for Organisational Excellence of the Abu Dhabi Chamber of Commerce & Industry has brought together a number of prestigious international conferences/events into one major event.

    The Congress brings together:

    24th Asia Pacific Quality Organisation International Conference

    • ACE Team Awards Competition 2018
    • 18th Global Performance Excellence Award

    12th International Benchmarking Conference

    • 6th Global Benchmarking Awards

    6th International Best Practice Competition

    • 2nd Organisation-wide Innovation Award

    Sheikh Khalifa Excellence Award’s Best Practice Sharing Conference

    With a theme of “The road towards excellence in organisational performance & nation building” the Congress will explore what is excellence in today’s fast paced and ever changing business world and how organisations and nations can move towards, achieve and sustain excellence.

    This won’t be an ordinary conference – it will be extraordinary – encouraging considerable networking and sharing of best practices. Competitions such as the ACE Team Awards Competition, Global Benchmarking Awards, International Best Practice Competition and Organisation-wide Innovation Award provide opportunities for organisations to showcase their best practices and learn from each other.

    The Asian Pacific Quality Organisation and Global Benchmarking Network represent more than 40 countries worldwide and bring with them a wealth of experience and knowledge on how quality is a building block for excellence and how benchmarking through the search and adoption of best practices leads to excellence.

    It is appropriate that the Congress is held in Abu Dhabi, United Arab Emirates. The UAE has invested heavily in learning about and applying excellence both in the private and public sector. Excellence models such as EFQM Excellence Model and the 4th Generation of Excellence Model are used extensively for assessing excellence and guiding improvement initiatives. This has led to dramatic improvements in the business environment and society as a whole with the UAE becoming one of the most favoured destinations for business and tourism in the world. The Congress will support the UAE on its journey to excellence whilst showcasing its significant achievements and leadership in many areas to the rest of the world.

    Within the next month a website on the Congress will be up and running. In the meantime if you have any questions on the conference please email me, Dr Robin Mann at congress@coer.org.nz.

    COER are a co-organiser of the Congress, along with ADICOE from the Abu Dhabi Chamber of Commerce.

    Also, you can view here a short video that I made for an UAE audience where I announced the Congress. The video will give you an insight into the magnitude of the event.


  2. An interview with Professor Mohamed Zairi – A leader in excellence

    February 28, 2018 by ahmed

    Professor_Mohamed_Zairi

    Posted by Dr Robin Mann, CEO, COER Limited and BPIR.com

    Listen to this great interview, click here, with Professor Mohamed Zairi by Józefa Fawcett on JFI Radio.

    Professor Mohamed Zairi has been a thought leader in the quality profession for over 30 years. His strength has been to have a broad-based view of quality (centred on TQM and business excellence) and a deep understanding of current business trends and challenges from which he can prescribe relevant and often innovative quality-based solutions.

    Indeed, Professor Zairi was a great inspiration to me when I was undertaking my PhD on Total Quality Management between 1988 and 1992. I could always count on Mohamed being at the forefront of the field and sharing new concepts and techniques for business improvement. His early books and practitioner guidelines on TQM-based performance measurement: practical guidelines and Competitive benchmarking: an executive guide were must reads and made the quality profession an exciting profession to study and work in – quality was placed as central to business success.

    Prof Zairi

    Professor Zairi has written over 50 books many of which are shown on the http://www.excellencetetralogy.com website.

    His most recent book is “Deep in Crisis – The Uncertain Future of the Quality Profession”.

    Deep in Crisis
    Whilst Professor Zairi recognises that the quality profession has been slow to respond to a fast-changing business world he provides many insights, opportunities and solutions to how the quality profession can provide a leading role in addressing today’s and tomorrow’s challenges. With chapters as diverse and relevant as “The Quality of Business Model Innovation”, “The Quality of Happiness”, “The Quality of Agility”, “Managing Disruption Through the Power of Engagement” and “Out of the Deep Crisis – The New Quality DNA” this book may yet get “quality” back into the business mainstream.

    Listen to my review of the book which I provided for the book’s launch in 2017. Apologies for looking a little dishevelled!

    To order the book contact: Ranjana Mishra, r.mishra@excellencetetralogy.com www.excellencetetralogy.com


  3. First global assessment on the current state of organizational excellence

    by ahmed

    compass

    What is the Current State of Organizational Excellence around the World? The “Organizational Excellence Technical Committee” (OETC) aims to answer this question with a global assessment of organizations across industry sectors and geographical regions. You are invited to participate in the Global Assessment on the Current State of Organizational Excellence that is being conducted by the Organizational Excellence Technical Committee (OETC) Quality Management Division, ASQ.

    Background

    On March 31, 2015, the Organizational Excellence Technical Committee QMD, ASQ (OETC) launched the ‘first global assessment on the current state of organizational excellence. This research has been supported by the Global Benchmarking Network, International Academy for Quality and ISO Technical Committee 176. The project is intended to provide data on the extent to which organizations are characterized by the principles and the best management practices of high performing organizations that are found in excellence models.

    Over 20 years of global research has validated the positive relationship between implementing an excellence models and developing a culture committed to excellence and improving organizational performance. Much of this research has focused on the organizations that have successfully applied excellence models (e.g. EFQM, Baldrige, Canadian Framework for Excellence, Australian Business Excellence Framework). This particular research project is more robust in that it aims to gather data from a more varied population:

    • Leadership and management personnel (up to two people per organization)
    • Different size organizations (micro, small, medium, large)
    • Different types of organizations (government, business, non-profit)
    • 233 countries or 6 regions
    • 21 industry sectors (International Standard Industrial Classification)
    • Organizations with and without awareness of excellence models

    With enough respondents, the aggregate findings will provide a snapshot of the current state of organizational excellence around the world and provide a summary of the strengths and opportunities for improvement by organization size, industry sector and country.

    Benefits

    The aggregate findings are intended to provide benefits for the excellence community in general and for the working population at large:

    • Uniting the excellence profession on a common project
    • Encouraging organizations to start or continue their excellence journey, using an excellence model
    • Providing dashboard results to show aggregate ratings on principles and best management practices by organization size, industry sector and geographical region
    • Sharing aggregate results on the OETC Linkedin site
    • Encouraging organizations to:
      • benchmark their performance
      • apply for a national excellence award
      • apply for an international best practice award
      • apply for an international benchmarking award
    • Envisioning that organizations improving their performance will make a positive contribution to a local economy, trade and resident quality of life
    • Enabling all countries to participate, in a more competitive and sustainable way in the global economy
    • Making the world a better place for future generations

    Assessment Tool

    The assessment tool being used in the research is based on the Organizational Excellence Framework. This publication was authored by Dawn Ringrose MBA, FCMC (2010) who has practiced in the field of organization excellence for 30 years and is currently the representative for Canada on the Organizational Excellence Technical Committee http://www.asq-qm.org/organizational-excellence and the Global Benchmarking Network http://www.globalbenchmarking.org/the-network/current-members. The publication is unique in that it “integrates the leading global excellence models” that define the principles and best management practices and is unique in that it ‘provides implementation guidelines’ that are used by quality and management consulting professionals. The publication is available for download at no charge at http://organizationalexcellencespecialists.ca and a high level version of the assessment tool is found in Appendix 3 of the publication.

    The automated assessment tool is powered by www.QLBS.com and: shares principles and practices to rate using a five and four point scale respectively, allows the respondent to obtain more information by holding their cursor over the item in question, captures the self-assessment ratings and open ended comments, aggregates the data for further analysis and prepares real time dashboards.

    There are two assessments for respondents to choose from:

    1. The Teaser Assessment on the principles takes 5 minutes to complete and delivers a free feedback report to the respondent’s inbox http://www.qlbs.com/QimonoVBA/assessment/OrgExFrameworkTeaser
    2. The Full Assessment on the principles and best management practices takes between 15 and 30 minutes to complete, depending on organization size, and can be used to benchmark with others http://www.qlbs.com/QimonoVBA/Assessment/OrgExFramework
      Individual organization data will be held in strict confidence and only aggregate data will be reported.

    Volunteer Commitment

    Organizational Excellence Specialists Inc has agreed to conduct this research project on a volunteer basis and has recruited a talented team of researchers from around the world to work on the project http://organizationalexcellencespecialists.ca/about-us.

    Three important roles amongst these volunteers include: Project Leader – Dawn Ringrose; Assistant to Project Leader – Mohammad Hossein Zavvar Sabegh; Project Advisor – Dr. Paulo Sampaio.

    The excellence community has also been invited to participate.

    All active research partners will be recognized as contributors in the final report.

    Contact

    For more information on the global assessment research and to participate as a research partner, please contact Dawn Ringrose, Principal, Organizational Excellence Specialists Inc at dawn@organizationalexcellencespecialists.ca

    Participate in the Global Assessment Today !

    View our Global Assessment postcard here!

    View the Real Time Dashboard Results !


  4. Key employee engagement strategies for 2018

    February 27, 2018 by ahmed

    Engagement1

    Originally posted on Floship

    For any business to be successful, it must have three things: a robust overall strategy, exceptional leaders, and engaged employees. This society has moved from an economy driven by the agricultural and manufacturing industries to a service oriented, personally connected economy.

    One hundred years ago, employees were tasked with manual labor and had no vested interest in the business that employed them.

    In 2018, with high paying jobs hard to come by, it is essential for employers and leaders to engage their employees and make them feel as if they are an integral part of the business.

    How can they do that? In this article, we’re going to lay out the what, why, and how of employee engagement.

    Engagement2

    Employee Engagement Most Recent Data

    In 2017, Gallup’s State of the Global Workplace report revealed that only 15% of employees worldwide are engaged in their jobs – meaning that they are emotionally invested in committing their time, talent, and energy to adding value to their team and advancing the organization’s initiatives.

    This means that the majority of employees show low overall engagement. Workplace productivity was low and employees and organizations are not keeping up with workplace demands fast enough.

    More Gallup research shows that employee disengagement costs the United States upwards of $550 billion a year in lost productivity. As employee engagement strategies become more commonplace, there is an amazing opportunity for companies that learn to master the art of engagement.

    Jacob Shriar, in a piece on OfficeVibe, tells us that

      • Disengaged employees cost organizations between $450 and $550 billion annually.
      • Highly engaged business units result in 21% greater profitability.
      • Highly engaged business units realize a 41% reduction in absenteeism and a 17% increase in productivity.
      • Highly engaged business units achieve a 10% increase in customer ratings and a 20% increase in sales.
      • Companies with engaged employees outperform those without by 202%.
      • Customer retention rates are 18% higher on average when employees are highly engaged.

    These statistics are just the beginning of why employee engagement is so important.

    Why Is Employee Engagement So Important?

    Engagement3

    The term “engagement” has been used so often and in so many different situations that it’s become hard to define. Many people think it means happiness or satisfaction, but it’s much more than that.

    According to Gallup, who has been collecting and measuring employee engagement data for nearly 20 years: “Though there have been some slight ebbs and flows, less than one-third of U.S. employees have been engaged in their jobs and workplaces.”

    Imagine if every employee was passionate about seeing the company and its customers succeed. The only true way to ensure that your customers are well taken care of is by taking care of your employees. This is known as the service-profit chain, a concept first introduced by Harvard Business Review in 1998. It’s still as relevant today as it was then.

    Profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customer satisfaction. Satisfaction is largely influenced by the value of services provided to customers. Value is created by satisfied, loyal, and productive employees. Employee satisfaction, in turn, results primarily from high-quality support services and policies that enable employees to deliver results to customers.

    The service-profit chain is the flow from the culture you create to the profits you generate and every step in between. The key is to start internally. When you create an environment where employees are happy, productive, autonomous, and passionate about what they do, they’ll provide better service to your customers.

    That amazing service will create many loyal customers, leading to sustainable growth and profits. That’s why it’s important for every leader in an organization to understand the service-profit chain and how each step impacts the other.

    Key Employee Engagement Strategies

    Engagement4

    Organizations need to pay attention to specific priorities to engage employees. Employees are more likely to become truly engaged and involved in their work if your workplace provides these factors.

    Employee engagement must be a business strategy that focuses on finding engaged employees, then keeping the employee engaged throughout the whole employment relationship. Employee engagement must focus on business results. Employees are most engaged when they are accountable, and can see and measure the outcomes of their performance.

    Employee engagement occurs when the goals of the business are aligned with the employee’s goals and how the employee spends his or her time.

    The glue that holds the strategic objectives of the employee and the business together is frequent, effective communication that reaches and informs the employee at the level and practice of his or her job.

    Engaged employees have the information that they need to understand exactly and precisely how what they do at work every day affects the company’s business goals and priorities. (These goals and measurements relate to the Human Resources department, but every department should have a set of metrics.)

    Employee engagement exists when organizations are committed to management and leadership development in performance development plans that are performance-driven and provide clear succession plans.

    When businesses actively pursue employee engagement through these factors, employee engagement soars to a ratio of 9:1 employees from 2:1 employees with concurrent improvements in the business success.

    Employee Engagement Examples

    There are of course many ways to show your employees they are valued, and to keep them focused and engaged on company success. According to Forbes, there are certain items in the benefit package that will help in creating employee engagement:

        • Health Insurance
        • Company Parties (social engagement)
        • Gifts (new babies, appreciation luncheons)

    Employees go home to different roles–parent, caregiver to a loved one, a church or civic leader, spouse, bandmate, freelancer, artist, neighbor–and the people they are closest to impact their lives and perspectives about work in meaningful ways. Acknowledging those relationships and showing they are a priority will increase employee engagement.

    How to Improve Employee Engagement

    Engagement5

    In a recent article in Forbes, Brent Gleeson, a former navy seal and successful businessman, gives solid advice on ways to improve employee engagement.

    When managers are engaged, their team members can confidently state the following:

        • I know what is expected of me and my work quality.
        • I have the resources and training to thrive in my role.
        • I have the opportunity to do what I do best – every day.
        • I frequently receive recognition, praise and constructive criticism.
        • I trust my manager and believe they have my best interests in mind.
        • My voice is heard and valued.
        • I clearly understand the mission and purpose and how I contribute to each.
        • I have opportunities to learn and grow both personally and professionally.

    The steps for improving engagement aren’t complex, they simply must be prioritized. This means engagement must be a core function of the manager’s role. The following steps can help the manager to accomplish this.

    Step 1 – Put Everyone in the Right Role
    Again, get the right people on the bus and make sure they are in the right roles. This means that all talent acquisition and retention strategies have to be aligned with meeting company goals.

    Step 2 – Give them the Training
    No manager or leader can expect to build a culture of trust and accountability — and much less improve engagement —without setting the team up for success. This means providing the proper training and development while removing obstacles.

    Step 3 – Task Meaningful Work
    Engaged employees are doing meaningful work and have a clear understanding of how they contribute to the company’s mission, purpose and strategic objectives. Again, this is why they first have to be placed in the right role. I’ve made the mistake of hiring great talent just to get them in the door – but didn’t have a clear career path or role for them. If you don’t sort those details out quickly, they will leave.

    Step 4 – Check in Often
    The days of simply relying on mid-year reviews for providing feedback are long gone. Today’s workforce craves regular feedback — which of course leads to faster course correction and reduces waste. Use both formal and informal check-in strategies — and use them every week.

    Step 5 – Frequently Discuss Engagement
    Successful managers are transparent in their approach to improving engagement — they talk about it with their teams all the time. They hold “state of engagement” meetings and “engage” everyone in the discussion — and solutions.

    Again, these principles are not complex, but must be prioritized. Companies that get this right will drive greater financial returns, surpass their competitors, and easily climb to the top of “the best places to work” lists.

    Are Your Employees Engaged?
    Employee engagement is critical to the success of any business. When a business has engaged and invested employees, it is in their best interest to protect the productivity and profitability of the business, and the image the business has in the community. Engagement also results in employee retention, which saves the business money in turnover and training. There is no downside to getting your employees engaged and invested in your business.


  5. A car dealership that helps other organisations run better

    February 25, 2018 by ahmed

    don-chalmers-ford-dealership

    Originally posted on Blogrige by Christine Schaefer

    How did a car dealership in New Mexico earn America’s most prestigious award for business excellence? The last time we interviewed Lee Butler of Don Chalmers Ford (DCF), he described the company’s methods for ensuring ethical behavior, among other exceptional practices that helped the small business earn the Baldrige Award in 2016. DCF continues today to demonstrate the commitment of its founder, Don Chalmer, to “customers, quality, and community.” Beyond its business of selling cars, the national role model helps organizations in other states and other sectors improve and excel, too. To that end, at the Baldrige Program’s annual Quest for Excellence® conference in April, Butler will lead the session “Driving Forward with Systematic Leadership.” In a recent exchange (captured below), Butler described his upcoming presentation and his perspective on the Baldrige framework.

    Please briefly describe what attendees will learn at your conference session.

    We will focus on sharing our journey to performance excellence. This will include sharing our systematic approach to leadership while building a truck in the process to make it more fun. Attendees will learn the importance of persistence and [DCF’s] slow and steady approach.

    What are some examples of how you’ve seen organizations (or your own Baldrige Award-winning organization) benefit from this concept?

    We have benefited due to the systems perspective of our business and the processes that support those systems. We lost our owner Don Chalmers to cancer on Easter of 2014; in 2016, we won the Baldrige Award. This [demonstrates] the value of being systems-focused as an organization so that when someone like Don is no longer with us, the vision, values, and systems are in place so that the dealership is sustainable through mature systems [that are] not people-dependent.

    What are your top tips for introducing or sustaining use of the Baldrige Excellence Framework (including the Criteria for Performance Excellence) to promote an organization’s success?

    1. Get leadership commitment. If you are doing a Baldrige assessment for the award and that’s all your organization’s leadership wants, two things will happen: (1) you won’t make improvement a core approach to your business, and (2) you won’t win the award.
    2. Start with documenting a critical business system per Criteria category each year. Develop the key results to ensure that the system is meeting its intended purpose. I would start with the leadership system from category 1, and then document five more systems, like strategic planning, customer engagement, performance measurement, workforce engagement, and work process improvement. Then I’d do six more the next year. After five years, you should have most of your critical business systems documented, with the corresponding results.
    3. Get frontline employees involved early in the process. I would label it “our business model for performance excellence” and “the way we do business.” I would not label it “Baldrige.” That makes it seem like something new; yet you’re really just documenting what you already do and improving it.

    What is your “elevator pitch” about the Baldrige framework and/or assessment approach? In other words, what do you say to a group of senior leaders who are unfamiliar with the Baldrige framework if you have just a few minutes to tell them something about it?

    I say, “I’m sure you would NOT want to improve employee satisfaction, customers satisfaction, and your bottom line. I’m guessing you are accomplishing all of your goals, and all employees are meeting theirs.”

    “But if they are not, wouldn’t you want to have the approach to get better? Have I got a gift for you: the Baldrige Excellence Framework. We use it, and we have obtained benchmarks levels of customer and employee satisfaction.”

    Similarly, what do you say to business students about the Baldrige framework?

    If you have learned a lot of great theories on how to manage a business, and if you would like a real tool to help make your career soar and make you more marketable on your resume, become a Baldrige examiner. This will provide you master’s degree-level experience that will teach you more than any business book can.

    When did you first hear about the Baldrige framework?

    In 1993 while [I was working] at Honeywell, the corporation decided to use the Baldrige Criteria to help its operating units become more effective. We wrote our first Baldrige Award application that year and then applied at the state level through Quality New Mexico [a state-level, Baldrige-based award program. I’ve never looked back.

    Are there ways you’ve applied in your personal life what you’ve learned from using the Baldrige framework in your work?

    This learning makes you think differently and realize how many opportunities there are to develop approaches to improve stakeholder satisfaction and engagement. When I interact with companies and businesses in my life beyond DCF, I have to be careful—for example, when I get bad service as a customer—not to say, “Haven’t you read the Baldrige Criteria?”

    Also, I did try to develop a family mission statement once and failed miserably.

    As a Baldrige Award recipient committed to sharing best practices with others, your organization gets inquiries from others striving for improvement. Would you please tell us about some of those?

    We have had people from Chicago, New Zealand, Texas, and Arizona visit us to hear our story. We also received a call from a water utility in Virginia who is using the Baldrige framework, and we are assisting them on their journey through our consulting branch.