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Actual for You - Malcolm Baldrige Values and Concepts Part 4 - Valuing Employees and Partners
Universal Funnel Law #4 – Every business needs customers or clients. A customer relationship plan further develops loyal customers and serves as a source for ongoing referrals.W. Edwards Deming who is considered to be the father of continuous or quality improvement said “Profit in business comes from repeat customers, customers that boast about your project or service and that bring friends with them.” Deming truly understood the #3 Universal Funnel Law (http://ezinearticles.com/?id=92768) and recognized the importance of loyal customers and referrals within Universal Funnel Law #4.Customer satisfaction is now a click away. Developing loyal customers who can provide repeat business an
Case Study on Valuing Employees and Partners Traditionally, most companies I worked with understanding the concept of Valuing Employees and Partners. Organization has policies that reinforce employees reward and recognitions, performance compensation schemes etc. However, these are merely the norm due to market employment forces.
Employee training and development has been considered selectively depends on the job positions. Many of the companies faced the problems
This TQM article, is a continuation from Part 5a published on [June 01, 2006 08:10:51 pm]. I will share about problem or difficulties faced by the team when they use the tools in the IMPROVE PHASE. Let’s see how we can handle problem or difficulties with Control lot and testing and Pilot the action / solution tools in the D.A.I.C. methodology for Improvement.Just to recap, tools used in the IMPROVE Phase are listed below. In this article, I will cover the tools in bold:Brainstorming of action / solution | Selection Grid | Benchmarking | Cost-Benefit Analysis| Control lot and testing | Pilot the action / solution | Force-Field Analysis | Prevention PlannerProblem with Control Lot and Testing It is quite a c
To recap, below are the Eleven Core Values and Concepts of Baldrige Criteria:-
Visionary Leadership | Customer-Driven Excellence | Organizational and Personal Learning | Valuing Employees and Partners | Agility | Focus on the Future |Managing for Innovation | Management by Fact | Public Responsibility and Citizenship | Focus on Results and Creating Value | Systems Perspective
In this issue, I will share my experience acquired from the conglomerate and its operating companies. For the purpose of this article, I will articulate the Valuing Employees and Partners which is one of the eleven core values and concepts used in Malcolm Baldrige Criteria. As before, I will use case studies to show how some of the companies implement them.
To recap, below are the Eleven Core Values and Concepts of Baldrige Criteria:-
Visionary Leadership | Customer-Driven Excellence | Organizational and Personal Learning | Valuing Employees and Partners | Agility | Focus on the Future |Managing for Innovation | Management by Fact | Public Responsibility and Citizenship | Focus on Results and Creating Value | Systems Perspective
Articulated Valuing Employees and Partners A diverse background, knowledge, skills, creativity and motivation of all its employees and partners are seemingly contribute to an organization’s success. An organization should commit to the satisfaction, development and well-being of the employee. However, the challenges in valuing employees include the followings:-
- Commit to employee’s success
- Have a systematic reward and reorganization beyond normal compensation system
- Plan for development and progression within the organization
- Create an environment and policy that advocate risk taking and innovation
- Create an environment to support diverse workforce
- Advocate Internal partnerships close labor-management cooperation.
- Create an atmosphere that encourages high performance work team. Knowledge sharing
Organization should considered external partnerships with customers, suppliers, Strategic partnerships or alliances for business advancement. All terms and condition for such partnership should be clearly stated to reduced unneeded conflicts of interests.
Case Study on Valuing Employees and Partners Traditionally, most companies I worked with understanding the concept of Valuing Employees and Partners. Organization has policies that reinforce employees reward and recognitions, performance compensation schemes etc. However, these are merely the norm due to market employment forces.
Employee training and development has been considered selectively depends on the job positions. Many of the companies faced the problems
If you are like most people, you probably don't particularly enjoy job interviews. Unless you are ready a job interview will certainly be among the most stressful things you'll have to do in your life. Are there any tips that'll help? Of course there are!The five tips below, if taken to heart and acted upon, will give you an advantage over about 80% of all job applicants who do little or no preparation for the same job interview. Actually that might be the biggest tip in itself - and a theme that runs through all five tips below - PREPARATION.The more you prepare beforehand, the more confident you'll be going in to the interview, and the more confident you'll appear during the interview.So, without further delay, here are the five tips that'll put you ahe
In this issue, I will share my experience acquired from the conglomerate and its operating companies. For the purpose of this article, I will articulate the Valuing Employees and Partners which is one of the eleven core values and concepts used in Malcolm Baldrige Criteria. As before, I will use case studies to show how some of the companies implement them.
To recap, below are the Eleven Core Values and Concepts of Baldrige Criteria:-
Visionary Leadership | Customer-Driven Excellence | Organizational and Personal Learning | Valuing Employees and Partners | Agility | Focus on the Future |Managing for Innovation | Management by Fact | Public Responsibility and Citizenship | Focus on Results and Creating Value | Systems Perspective
Articulated Valuing Employees and Partners A diverse background, knowledge, skills, creativity and motivation of all its employees and partners are seemingly contribute to an organization’s success. An organization should commit to the satisfaction, development and well-being of the employee. However, the challenges in valuing employees include the followings:-
- Commit to employee’s success
- Have a systematic reward and reorganization beyond normal compensation system
- Plan for development and progression within the organization
- Create an environment and policy that advocate risk taking and innovation
- Create an environment to support diverse workforce
- Advocate Internal partnerships close labor-management cooperation.
- Create an atmosphere that encourages high performance work team. Knowledge sharing
Organization should considered external partnerships with customers, suppliers, Strategic partnerships or alliances for business advancement. All terms and condition for such partnership should be clearly stated to reduced unneeded conflicts of interests.
Case Study on Valuing Employees and Partners Traditionally, most companies I worked with understanding the concept of Valuing Employees and Partners. Organization has policies that reinforce employees reward and recognitions, performance compensation schemes etc. However, these are merely the norm due to market employment forces.
Employee training and development has been considered selectively depends on the job positions. Many of the companies faced the problems
Most all Americans will go to a car wash fundraiser to get their car washed and patronize a local nonprofit group such as a soccer team, Boy Scouts or perhaps a church youth group. This is the proper civic-minded thing to do and it is for that reason that you need to give the car wash fund-raising customers a little more than they expected.By making the car wash fundraiser more exciting and exceeding expectations you will find they will come back each year to your annual carwash. It also makes them think that carwash fundraisers are a very good idea and they may also help out another group during the year.One of the ways you can make your carwash fundraiser extremely exciting is to use a PA system. Many groups such as high school bands or cheerleaders have PA
Articulated Valuing Employees and Partners A diverse background, knowledge, skills, creativity and motivation of all its employees and partners are seemingly contribute to an organization’s success. An organization should commit to the satisfaction, development and well-being of the employee. However, the challenges in valuing employees include the followings:-
- Commit to employee’s success
- Have a systematic reward and reorganization beyond normal compensation system
- Plan for development and progression within the organization
- Create an environment and policy that advocate risk taking and innovation
- Create an environment to support diverse workforce
- Advocate Internal partnerships close labor-management cooperation.
- Create an atmosphere that encourages high performance work team. Knowledge sharing
Organization should considered external partnerships with customers, suppliers, Strategic partnerships or alliances for business advancement. All terms and condition for such partnership should be clearly stated to reduced unneeded conflicts of interests.
Case Study on Valuing Employees and Partners Traditionally, most companies I worked with understanding the concept of Valuing Employees and Partners. Organization has policies that reinforce employees reward and recognitions, performance compensation schemes etc. However, these are merely the norm due to market employment forces.
Employee training and development has been considered selectively depends on the job positions. Many of the companies faced the problems
Looking ten years younger is flattering when you're fifty, but it's downright challenging when you're twenty-five. Trying to move up the corporate ladder when you look like a high school sophomore isn't impossible, but it does require that you use clever tactics to make people forget about your appearance and concentrate on what you can do. Here's some tips to overcome looking young at work.Change your attitude.You can't simply rely on high heels and a suit to advertise your maturity; you have to use your confidence and attitude, too. At a little less than five-feet-tall, fresh-faced Shannon Davidson, a 29-year-old news reporter/anchor with WHP-TV CBS 21 in Harrisburg, Pennsylvania, had to overcome some obstacles on her way to a high-profile career."It's
Organization should considered external partnerships with customers, suppliers, Strategic partnerships or alliances for business advancement. All terms and condition for such partnership should be clearly stated to reduced unneeded conflicts of interests.
Case Study on Valuing Employees and Partners Traditionally, most companies I worked with understanding the concept of Valuing Employees and Partners. Organization has policies that reinforce employees reward and recognitions, performance compensation schemes etc. However, these are merely the norm due to market employment forces.
Employee training and development has been considered selectively depends on the job positions. Many of the companies faced the problems
You have worked your way up the career ladder and are now a responsible manager but you want more. Landing a good executive job is not dependent on luck. Experience, skills, achievements and your personality are all just as important. So what do you have to consider to get yourself ready for the executive search?Dress For Success: First impressions count. The impression that you give your staff, your customers and your bosses is very important. You should dress to meet the needs of your job and the business culture. At executive level that usually means a suit for males and females, good jewelry and presentation.Be An Achiever: At executive level, your potential employer is looking at how you will affect their business. They are seekin
Case Study on Valuing Employees and Partners Traditionally, most companies I worked with understanding the concept of Valuing Employees and Partners. Organization has policies that reinforce employees reward and recognitions, performance compensation schemes etc. However, these are merely the norm due to market employment forces.
Employee training and development has been considered selectively depends on the job positions. Many of the companies faced the problems with big performance gap between senior managers and next level of staffs. While recognize the need of a successor, there is not concrete plan to plan for succession. Perhaps, there may meant additional headcounts in the employee headcounts. Partnership with external parties such as vendors, strategic partners etc are done very selectively. Perhaps it may due to some sensitive issue when dealing with vendors. On the part of Strategic Partners, it is done quite selective due to the fact that company has to disclose several pertinent information which are confidential.
Issues with Valuing Employees and Partners Companies are not able to keep good employee for too long in the employee as most of them are good in performance and most wanted by employment agencies. Employee felt that companies is not compensate them fairy according to the market changes. Obviously, we cannot expect companies to make adjustment too often for the sack to keep up with the external employment market. External partners remain low priority in the management strategies unless are force by example material shortage etc.
Opportunity for Improvement This is one of the eleven Values and Concepts in Malcolm Baldrige that most of the companies I work lacking. Considering the management thinking and culture, it is not like an easy task to motivate leaders to benchmark their counterparts in Baldige winners. No doubt leaders in these companies tried to fulfill employee reorganization with clearer performance expectations; there is no written policy to document such practices. This is an areas with will not be changes unless perhaps the employment market forces companies to do so.
Increasing partnership with external parties remain an issue so long as the leaders do not see it as one of the strategic objectives.
In summary, having understood the Organizational and Personal Learning in Values and Concepts of Malcolm Baldrige, leaders might benchmark their CEO of Baldrige Winners on their TQM successes in this value. My next article will articulate the next Core Values and Concepts in Agility
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All rights reserved. This article is written by the author based on his practical application experience. All definitions and interpretation of terminology are his point of view and has it has no intention to conflict with experts in similar topic. The author holds no responsibility for the use of this article in any w
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