1. Why You Should Add “Learnability Quotient” to Talent Assessments

    August 15, 2019 by BPIR.com Limited
    In the past, professional success was measured by how high you rose in an organization. Today, the metrics have changed.

    With the pace of change in today’s workplace, our ability to learn new information and skills is more important than ever before. So how can organizations assess and develop this capability in their teams, and how can employees ensure their skills remain relevant?

    Today, the metrics have changed (Fulfilling Careers Instead Of Filling Jobs). Success is determined by an individual’s ability to adapt to change and their willingness to own the progression of their career. This requires learnability. What is learnability?. Learnability is the desire and ability to grow and adapt to new circumstances and challenges throughout one’s work life. It is “not about what people know, it is more about how quickly people can learn,” says Jonas Prising, CEO, ManpowerGroup.

    Why is learnability important? Learnability is becoming a key determinant of success in the world of work. The World Economic Forum predicts that “on average, by 2020, more than a third of the desired core skill sets of most occupations will be comprised of skills that are not yet considered crucial to the job today.” Individuals need to pursue continuous skills development in order to remain attractive to employers. Organizations need to provide their workforce with meaningful ways to learn different skills and adapt to new processes and technologies.

    For both individuals and organizations, therefore, understanding learnability is critical. How a person learns is called their “Learnability Quotient™, or LQ (Learnability In The Human Age). When individuals understand their own preferences around skills acquisition, they can tailor their learning, development, and career journey accordingly. For example, what type of organization and environment might you thrive in based on your own Learnability Quotient?

    Organizations that appreciate the importance of learnability are better able to make decisions on how to motivate and develop their workforce. To what extent are employees willing and motivated to learn, i.e. what is their skill mobility? How does development need to be tailored at an organizational level? How can learnability be rewarded so critical skills are adopted by the workforce and the organization is prepared to adapt to future changes?

    How can you assess learnability? Increasingly, business success and sustainability will be built on learnability. Organizations will need to be “learnable” to grow and evolve, while individuals with high learnability will be focused on developing flexible skills to meet the changing workforce or market requirements. Assessments can play a critical role in helping organizations adapt to this new reality and make smarter decisions on selecting employees based not only on role requirements but also on their LQ profile.

    ManpowerGroup has partnered with Hogan Assessment to develop a web-based visual assessment to identify an individual’s LQ. This simple tool can provide deep insight into one’s motivation and learning type. To take the short quiz and begin to understand your own Learnability Quotient today, Click Here

    This article has been provided by Stacey Force, Vice President of Global Marketing, ManpowerGroup, United States


  2. Best Practice Report: Leadership: Legal and Ethical Behaviour

    August 14, 2019 by BPIR.com Limited

    There are two types of compliance when it comes to behaviour within an organisation: legal and ethical. Legal compliance is about following the law, rules, and regulations, while ethics means doing what is right and behaving with integrity. It is important to note that you can be legally compliant and yet unethical.

     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
    In This Report:

    1. What is legal and ethical behaviour?
    2. Which organisations have received recognition for their legal and ethical behaviour?
    3. How have organisations achieved high levels of legal and ethical behaviour?
    4. What research has been undertaken into legal and ethical behaviour?
    5. What tools and methods are used to achieve high levels of legal and ethical behaviour?
    6. How can legal and ethical behaviour be measured?
    7. What do business leaders say about legal and ethical behaviour?

    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. AARP’s CEO Talks about Leadership (and the Value of Baldrige)

    August 9, 2019 by BPIR.com Limited

    Article originally posted on Blogrige by Christine Schaefer

    Jo Ann Jenkins, CEO of AARP since 2014, was recognized by Fortune magazine this year as one of the world’s greatest leaders. Undoubtedly, members of her cohort of Baldrige Executive Fellows who gained new insights from learning from and with Jenkins were pleased for her (and not surprised). As Jenkins shared recently, “My interactions with other Baldrige Fellows have consistently been enlightening, inspiring, and illuminating.”

    Jenkins also graciously answered the following questions recently about leading an organization for excellence.

    Congratulations on being honored among the best leaders worldwide for 2019. What experiences have strengthened your leadership skills?

    I’m always on the lookout for learning experiences. I’m afforded an outstanding experience to learn, on an ongoing basis, from working closely with the network of chapters that AARP has built over the last 60 years.

    AARP operates chapters in all 50 U.S. states, the District of Columbia, Puerto Rico, and the U.S. Virgin Islands. A network of that size and scale provides a powerful resource for staying directly connected with what’s happening on the ground in people’s communities. Tuning into that feedback on a consistent basis helps us to sharpen our relevance and value to the everyday lives of people age 50-plus and their families.

    As you know, leadership is the first of seven categories of organizational performance of the Baldrige Excellence Framework; the framework’s self-assessment questions ask senior leaders how (1) they set their organization’s vision and values, (2) promote legal and ethical behavior, (3) communicate, (4) create an environment for success, and (5) create a focus on action. Would you please comment on the importance of these dimensions of performing as a senior leader in a U.S. organization today?

    They’re all equally important, but certainly the fifth one—create a focus on action–is especially pertinent to our work at AARP.

    An example is the leadership role that AARP—as a fierce defender in the arena of health care for people age 50-plus and their families—is currently taking in the fight to drive lower prescription drug costs. Americans pay the highest prices in the world for prescription medicines, and it’s time to do something about making them more affordable for more people. Inevitably, that effort starts at the local and state level. As of this moment, 16 states have recently signed into effect 27 new laws that take concrete steps to drive down prescription drug prices—with more new laws expected soon.

    “The principles of the Baldrige Criteria are a vital tool…”

    After you became a Baldrige Executive Fellow in 2012, you used the Criteria for Performance Excellence (part of the Baldrige framework) to benefit your organization’s improvement efforts, as described in our previous blog interview. For example, you stated then, “With the Baldrige Criteria as our guide, we have implemented a customer feedback loop for all of our programs and for the volunteers that serve in our programs. It is providing us with actionable feedback that allows us to excel at living up to our mission.” Would you please share an update on your organization’s customer listening practices or other improvements toward excellence?

    We’re very proud of AARP’s Voice of the Customer program. In the same way that being an effective communicator starts with being a good listener, we also know that providing outstanding customer service is founded not just on listening to what people tell you, but also in acting on that feedback to implement improvements.

    Our Voice of the Customer program enables us to take in what people are saying about AARP on social media, on blogs or other media sources, via our call center, in email, or even in person at one of our many local events and to analyze that information on a daily basis.

    Using a real-time customer-sentiment analysis tool, we are able to take care of requests, anticipate challenges, and improve our level of service to people on an ongoing basis. A lot of organizations are heavily focused on what they want to tell people. Via our Voice of the Customer program, we have found that really listening to what people want to tell you (and acting on it) is even more valuable.

    You’ve evidently inspired others to also participate in the Baldrige Performance Excellence Program’s one-year executive leadership program in recent years. How do you view the value of a Baldrige Fellow’s learning from peers (and senior leaders of Baldrige Award-winning organizations) from different sectors and industries?

    Organizations around the world face many of the same opportunities and challenges regardless of their industry, and I always find it interesting to hear and learn from how others have approached something similar to what AARP might be facing.

    As a CEO, I’m afforded lots of opportunities to network, and I always go into them with an open mind. But I have found the ideas and areas of expertise I’ve encountered as a result of Baldrige to be of a really special quality. My interactions with other Baldrige Fellows have consistently been enlightening, inspiring, and illuminating.

    Would you please share a tip or insight on leading an organization to high performance?

    I think the way forward for any nonprofit is to spend less time on administration and more time on advancing your mission. Of course, a certain amount of internal processes are inevitable and even necessary, but staying focused on core elements matters most.

    • Why does your organization exist?
    • What are your core competencies?
    • Who are you helping?
    • What do they need?
    • How can you help provide it?

    The principles of the Baldrige Criteria are a vital tool in answering—and acting upon—those questions!


  4. South African Quality Institutes latest news

    July 27, 2019 by BPIR.com Limited

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.

    • Navigating a disruptive force, by Lionel Moyal, Michael Judin and Robbi Laurenson
    • Quality for a Sustainable Future, by Willy Vandenbrande
    • Important Strategic Questions For Recessionary Times, by Paul Aucamp and Jene’ Palmer
    • Quality in Schools – Which teacher taught you best?, by Dr Richard Hayward

    Click here to download this newsletter.

     

     

     

     

     

     

     


  5. 2019 Baldrige Case Study Features Nonprofit Organization

    July 25, 2019 by BPIR.com Limited

    Article originally posted on Blogrige

    The 2019 Baldrige Case Study: LifeBridge Organ and Tissue Sharing (LOTS) demonstrates how the Baldrige Criteria (part of the Baldrige Excellence Framework: Proven leadership and management practices for high performance) can be applied across seven key areas of any organization’s performance. The case study, which features a fictitous, federally designated, organ procurement organization, was used to train the 2019 Malcolm Baldrige National Quality Award Board of Examiners on how a nonprofit organization might use the Baldrige Criteria as a guide to ensuring visionary and ethical leadership, an integrated strategy, customer-focused excellence, effective knowledge management and performance measurement, workforce engagement, efficient and innovative operations, and excellent results—with room for improvement; as part of training, Baldrige examiners used the case study to hone their skills in identifying strengths and opportunities for innovation and improvement.

    Baldrige case studies have at least three purposes. First, given that actual Baldrige Award applications remain confidential until award-winning organizations approve selected content for public sharing, the case studies are used to train examiners for the Baldrige Program’s annual award process. Second, the case studies serve as sample applications for organizations interested in applying for a Baldrige Award or in writing a whole or partial application as a self-assessment. In addition, the case studies show organizations in every sector how they might use the Criteria questions to assess and improve their performance, even if they are not interested in applying for a Baldrige Award. Case studies are also used by Baldrige-based regional or state award programs that are members of the nonprofit Alliance for Performance Excellence, part of the Baldrige Program’s public-private partnership.

    The Baldrige Program is very grateful to an actual organ procurement organization that allowed its own Baldrige-based award application to be the basis for this case study. From that real application, names and data were fictionalized, and elements were intentionally edited to be less mature, less beneficial, or missing in order for this case study to be scored lower by a team of examiners than the real application likely would be scored and thus provide more training opportunities.

    Adapted by volunteer Baldrige examiner Linda Martin, with her colleague Diane Brockmeier and the staff of 2015 Baldrige Award recipient Mid-America Transplant, LOTS depicts an organization dedicated to saving and improving lives through the coordination of organ and tissue donation. It is a 25-year-old nonprofit that serves 3.2 million people within the fictitious states of North Takoma and South Takoma. The delivery of services for two work systems requires the careful coordination of partners, collaborators, and key suppliers, and a partnership model is key to ensure that organs and tissues are always available for the organization’s key customers. LOTS is a 24/7, heavily regulated business, in which many of the employees are decentralized.

    You can learn how LOTS scored in an assessment against the 2019–2020 Baldrige Excellence Framework through the following free, downloadable resources related to the LOTS Case Study:

    The 2019 LifeBridge Organ and Tissue Sharing Consensus Scorebook (Word) was produced by a team of Baldrige master examiners (Scott Rogers [team leader], Bill Craddock, Pattie Curtis, Melanie Hatch, Ashley Holroyd, Pat Lapekas, and Deb McBride) who evaluated the fictitious organization against the Criteria. The Baldrige Program is especially grateful to this team of volunteers for the extraordinary efforts they undertook to work on the project with limited resources and guidance during the federal government shutdown in late 2018 through early 2019.

    This scorebook also includes insights gleaned from Baldrige examiners who participated in the 2019 Baldrige examiner preparatory class.

    The 2019 LifeBridge Organ and Tissue Sharing Feedback Report (Word) shows the scorebook comments in the format of the reports received by actual Baldrige Award applicants at the end of the annual evaluation process.

    Beyond learning from best practices and other examples in this case study, organizations that wish to get started with Baldrige-based performance improvement can access sector-specific resources online at “Baldrige by Sector” and basic ideas for how to get started using the Baldrige framework.

    Since 1987, the Baldrige Program has produced case studies that describe how fictitious organizations are fulfilling the requirements of the excellence framework and continually improving in challenging situations and economies. The case studies rotate sectors to show examples for a variety of organizations using the three versions of the Baldrige Excellence Framework: Business/Nonprofit, Health Care, and Education.

    Additional Baldrige case studies are available for free downloading in the Baldrige materials archive.