The achievement of excellence is not an abstract theory;
it relates to an organisation’s tangible achievements in
what it does, how it does it, the results it gets and the
confidence that these results will be sustained in the
future. Achieving excellence is hard enough at the best
of times; sustaining it in today’s world of increasing
global competition, rapid technological innovation,
changing processes and frequent movement in
economic, social and customer environments, is even
harder.
Using a process EFQM calls Self-Assessment
organisations have the possibility to produce a
comprehensive picture of their overall fitness at a given
moment in time. This picture, which gives valuable
feedback on the effectiveness and efficiency the
organisation’s approaches across all its activities,
provides a powerful driver for great meaningful
improvement.
How do you |
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Asking searching questions
about your organisation as indicated in the
criteria of the model shown above.
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Developing focused
improvements activities.
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Measuring what the
organisation is achieving in relation to its
people, customers, society and financial and
operational results.
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The key to success to assess
the whole organization, or part of it, conducted
internally by your own people, who know it
better than any other external party.
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Self assessment is
considered by many as the most comprehensive “organisational
health check” to determine the future course of
action to be taken by senior management based on
its findings.
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The true prize at the end of
any self-assessment cycle is the feedback report
which identifies the “mirror view” of the
organisation, with strengths to be identified
and utilised elsewhere as appropriate and the
areas for improvements to be addressed. Many
companies finish the self-assessment exercise by
consolidating the areas for improvement into
improvement projects and prioritising them in
action plan. |
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Note: Please refer to publication for more details on the model. |
