How Will You Know? • Key Factors!! • A key factor is an attribute of an organization or its environment that influences the way the organization operates and the key challenges it faces. Examiners will use key factors to focus their assessments on what is important to the applicant. • Where do I find key factors? • How and where do I record key factors? 35
Pay Particular Attention to . . . • P.1a(3) Workforce Profile • Are there more employees than examiners? • P.1a(4) Locations (Assets) • How many? Are they in or out of state? Do they each operate independently? • P.1a(5) L e gal and Regulatory Requirements • Do regulations dictate their ability to innovate processes? • P.1b(1) Organizational Structure and Governance System • Are they owned by someone else? Does the owner control the strategic plan, HR processes, or system of measurement? • P.1b(3) Suppliers and Partners • Are they dependent on anyone else for key requirements? Do they have control of key suppliers or not? 36
… and to the Application Level Level 4 Level 3 Excellence Level 2 Achievement Level 1 Commitment Interest Org Profile Yes Yes Yes Yes Application Org Basic item Overall item Multiple item Focus Profile requirements requirements requirements Max Length 5 pages 5 + 15 pages 5 + 35 pages 5 + 50 pages Site Visit ½ Day 1 Day+wkshp 2 Days 3 Days Feedback 7 Categories Overall Multiple Multiple Focus requirements requirements requirements 37
Opportunities to Discover “Unique” Situations • Organizational Profile/Key Factors • Team Leader and Applicant calls • Opening Site Visit Meeting 38
Let’s Practice Pretend that… • 10 dealerships that sell Gateway products exist in the Southeast • Grass Guru (a dealership located in Chattanooga, Tennessee) applied for the first time this year What questions do you have? What information do you need? 39
Grass Guru Key Factors • P.1a(3) Workforce Profile : 1 owner, 2 shift managers, 15 sales associates, 1 clerical staff (part-time) • P.1a(4) Location : Chattanooga, TN • P.1b(1) Governance System : Grass Guru is an independent operation with control over its location, workforce, strategy, and policies. • P.1b(3) Suppliers and Partners : Two main suppliers – Gateway and a competitor. Both suppliers conduct workforce training on products and site inspections of Grass Guru. • P.2c Performance Improvement System : Grass Guru has not submitted a TNCPE application before; a Gateway consultant is helping them get started. 40
Are These Comments Appropriate? - Grass Guru’s strategic plan is deployed to staff during lunch breaks - Grass Guru includes input from Gateway in its strategic planning process, but no data from its other key supplier - Grass Guru’s employee survey data has not been segmented - Grass Guru’s measurement system is not formal; key process indicators are tracked on a poster board in the break room - Grass Guru has no mechanism for providing feedback to Gateway or its other main supplier 41
A Great Comment • Is insightful • Tells the applicant something it didn’t know • Provides meaningful feedback • Validates progress • Clearly describes key gaps and their significance to guide future improvement • Helps senior leaders allocate resources • Is easily understood • Without reading the application • Plain English please! 42
Prioritizing OFI Comments Remember the levels for item requirements: • If the organization has OFIs at the basic requirements level, focus your writing here • Be sure to specify what is keeping them from meeting the next level (overall requirements) • If the organization meets the basic item requirements, focus your OFI at the overall level • Remember: just because the applicant applied at Level 4 does not mean it is ready for feedback on the multiple requirements for every item! 43
Which Level? • Grass Guru does not systematically obtain information from its customers. (BASIC) • Grass Guru lacks a method for determining customer satisfaction and engagement. (OVERALL) • Grass Guru’s approach to customer engagement does not encompass the entire customer life cycle. (MULTIPLE) 44
Prioritizing OFIs 2 Remember your evaluation factors: • If no approach is described, focus your OFI here • If an approach is present, move on to deployment/ learning/ integration • If no results are presented for an area of importance, focus your OFI here • If results are present, consider trends/ comparisons/ segmentation/ integration 45
Which Would You Choose? • Grass Guru lacks a method for determining customer satisfaction. No survey data are collected. • Grass Guru does not deploy customer data to its suppliers and partners. 46
Table Exercise • Review the assigned Table Case Study independent review inputs for 1 1 Grass Guru. Pay special 2 2 attention to the identified key factors. 3 1 • Discuss which comment would 4 2 add the most value to Grass 5 1 Guru. 6 2 • On the flip chart, write an appropriate OFI comment 7 1 based on the topic(s) you 8 2 selected. Note the requirements level and evaluation factor(s) addressed. 47
Writing Style • Write in third person • “The applicant . . .” instead of “You . . .” • Write in the present tense • “The applicant reviews . . .” instead of “The applicant has reviewed . . .” • Write in the active voice • “The leadership team reviews . . .” instead of “Reviews are performed . . .” Be polite! 48
What to Avoid • Multiple messages in one comment • Don’t put an OFI in a strength comment! • Prescriptive comments (i.e., don’t tell the applicant how to close gaps) • Comments on how the application is written • Personal opinions or judgments • NO: superior, outstanding, good, poor, high, low • YES: systematic, fact-based, fully deployed, sustained improvement • Using the same “so what” for every comment • . . . may help the applicant achieve its vision . . . achieve its vision . . . achieve its vision . . . . • Jargon – industry or quality-related 49
Exercise • Move to your assigned table • Review and edit your assigned table’s comment • Is the comment Criteria-based? • Do you understand it? What would improve it? • Does it contain a topic sentence, examples, and “so what”? • Does it follow the comment guidelines? • Agree on one learning from each table 50
Resources Available Online • Considerations for Unique TNCPE Applicants • Linkage Between Org Profile and Process Categories • Comment Guidelines • Sample Comments 51
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Sample Consensus Results OFI 7.1b Comment: Many of the applicant's key process and work process measures have not been presented. For example, most metrics listed in Figures 6.1-1 & 6.1-2 are absent. The applicant may not be able to judge its full performance without key metrics that have been designated to assess product, work process and supply-chain management performance. Kevin Grayson 53
Key Themes “If you just focus on the smallest details, you never get the big picture right.” Leroy Hood
Key Theme Overview • Executive summary of feedback report for applicant’s senior leaders • Strategic in nature • Summarize the most vital issues for the organization as a whole – e.g., what must the organization do to become/remain competitive and ensure long term sustainability? • Typically prepared by team leader or scorebook editor with support from team members 55
What Is a Key Theme? • A synthesis of multiple comments • Don’t just cut and paste • A perception or observation that: • Recurs and is expanded upon throughout the scorebook • Is common (cross-cutting) to more than one item/category • Is of high value or significant to the applicant • May address a core value of the Criteria • Is traceable to individual item comments 56
Key Themes Reflect a. The most important strengths or outstanding practices (of potential value to other organizations) found in processes b. The most significant opportunities, concerns, or vulnerabilities found in processes c. The most significant strengths (related to data, comparisons, and integration) found in results d. The most significant opportunities, vulnerabilities, and/ or gaps (related to data, comparisons, and integration) found in results 57
2.1 – SQDCPME + used as foundation for strategic objectives Key Theme 4.1 – SQDCPME used + as foundation for SQDCPME performance metrics Scorecard 5.2 – SQDCPME used + for leadership and employee development 58
Sample Key Theme (a) The applicant uses its cascading, balanced scorecard of Safety, Quality, Delivery, Cost, People, Maintenance, and the Environment (SQDCPME) as the foundation for its strategic objectives (Figure 2.1-3), for organizational performance metrics (Figure 4.1-3), and for the leadership and employee development phase of the Talent Management Cycle (Figure 5.2-2). Measures are reviewed and discussed by leaders during formal meetings and informal Gemba walks, and they serve as the basis for rewarding and recognizing desired workforce actions and achievements. SQDCPME performance is an input for identifying opportunities to develop workforce skills through mentoring, audits, retraining, and coaching. The deployment of this balanced mechanism to promote management by fact may help the applicant create an environment for success, support its core competency of talent development, and assist it in achieving the goal to be the “Best in the World.” 59
Key Themes Customer Requirements Applicant’s Executive summary of the leadership team Feedback Report Summary of key points in Panel of Judges the Feedback Report Jumping off point for Other examiners consensus and site visit 60
Steps in Developing Key Themes 1. Capture initial impressions on your first read- through of the application 2. Scorebook editor or other team member develops draft topics for key themes for team review prior to consensus meeting and discussion during consensus meeting 3. TL and scorebook editor finalize key themes after item comments are finalized (after site visit) 61
Core Values as Key Themes • Core values may become the topic of a “key theme” • Use core values to provide value – as the basis of a strength key theme comment • Do not use core values to assess the applicant – NOT as the basis of an OFI key theme comment 62
Other Sources of Key Themes • Think horizontally and vertically • Process items • A-D-L-I evaluation factors • ++ and -- comments • Results items • Le-T-C-I evaluation factors • ++ and -- comments • Scoring guidelines • Scoring band descriptors 63
Class Discussion Does Green Gateway demonstrate any of the Baldrige core values? What other potential key themes might be relevant for Green Gateway? 64
Table Exercise Instructions Using the Consensus Scorebook, assist your table anchor in drafting a key theme on the Key Themes Worksheet Key Table Theme Where to Look Suggested Topics • 1 & 5 A Process Strengths Personal Learning & Workforce Development (Cat 1-6) • Compliance, Ethics, and Safety • 2 & 6 B Process OFIs Missing cycles of learning for key processes (Cat 1-6) • Lack of processes to promote innovation • 3 & 7 C Results Strengths Favorable levels and trends for most key results (Cat 7) • Results for ethics and regulatory requirements • 4 & 8 D Results OFIs Missing results (Cat 7) • Missing segmentation 65
Assessing Levels 1 & 2 “The secret of getting ahead is getting started.” Mark Twain
Applicants by Level 60 50 17 11 40 10 Level 1 = Org. Profile 1 14 26 5 Level 2 = Basic req'ts 30 10 26 14 Level 3 = Overall req'ts 7 8 Level 4 = Multiple req'ts 19 13 9 20 14 6 6 6 5 5 21 10 20 6 5 5 4 3 12 3 11 7 7 7 6 4 0 2009 2010 2011 2012 2013 2014 2015 2016 2017
Stair Steps to Excellence Level 4 Level 3 Excellence Level 2 Achievement Level 1 Commitment Interest Org Profile Yes Yes Yes Yes Application Org Basic item Overall item Multiple item Focus Profile requirements requirements requirements Max Length 5 pages 5 + 15 pages 5 + 35 pages 5 + 50 pages Site Visit ½ Day 1 Day+wkshp 2 Days 3 Days Feedback 7 Categories Overall Multiple Multiple Focus requirements requirements requirements 68
Level 1 & 2 Applicants • Remember: for many, it is a BIG STEP to complete the application and apply • In general, Level 1 & 2 applicants: • Have limited resources • Are not familiar with the Framework or its terminology • May be overwhelmed by the amount of information in the feedback report . . . particularly the OFIs and recommendations! 69
Level 1 Specifics – through 2018 • Only submits an Organizational Profile • pages 4-6 in the Criteria • Maximum of 5 pages • Accepted year-round • Are not judged 70
Meeting the Customer’s Needs Level 1 team leader calls applicant to: • Set them at ease • Be friendly and encouraging • Ask why they are participating • What are their expectations? • What do they want to get out of the site visit? • Develop site visit agenda (topics and time allotted) to meet applicant’s needs 71
Examiners’ Level 1 Process 1. Independent review of Organizational Profile • Use Level 1 Scorebook (not Scorebook Navigator) • Identify key factors • Look for linkage to the Criteria categories 2. Consensus review • TL assigns category lead and backup • Develop specific questions and key education points by category • Prepare examples of role-model approaches for your categories 72
Level 1 Process 3. Site Visit • Stick to your agenda! • Be positive – confirm your desire to help them learn and improve • Show connections between current practices and the Criteria • Point out linkage between processes and results • Be prepared to explain a “systematic” process • Forget about your Level 3 and 4 applications • Take good notes for your back-up 73
Level 1 Process 4. Document findings including: • Key factors • Key themes • Assessment by category (not by item) • Strengths • OFIs • Observations and recommendations 74
Do… • Base comments on the Criteria • Follow proper comment guidelines for strength and OFI comments • Use key factors to develop “so what” statements that are relevant to the applicant • Provide recommendations and help identify the possible next steps • Read it to your “next - door neighbor” 75
Example: Level 1 Strength Comment + Employee Individual Performance Plans align employee performance with XXX’s mission. An annual evaluation and two interim evaluations ensure that employees are achieving goals that drive overall organizational improvement. Kristen Wayne 76
Example: Level 1 OFI Comment − Although XXXX has a well deployed employee evaluation process, there is no evidence of succession planning or other developmental plans for potential leaders. Additional focus on learning and development may support the organization’s core competency of workforce excellence and development. Jim Keiffer 77
Example: Level 1 Recommendation • XXXX may want to consider a S.W.O.T. (strengths, weaknesses, opportunities, and threats) analysis at the department level. This exercise may help senior leaders begin to identify strategic objectives, core competencies, strategic challenges, and strategic advantages specific to the organization. 78
Some Exciting Changes… • Level 1 Redesign Pilot • Two organizations piloted a new Level 1 process in 2017 • Assigned a master examiner as coach • Site visit occurs BEFORE the organization writes Organizational Profile (in form of a workshop) • Master examiner provides feedback on drafts • Follow-up with workshop on 7 Categories to Bridge to Level 2 • Abbreviated feedback report • This will become our Level 1 process in 2019! 79
Level 2 Specifics • Standard Organizational Profile • Maximum 5 pages • Application addresses basic item requirements for all 17 items • Maximum 15 pages • Examiners conduct one day site visit • Feedback report addresses overall item requirements • No recommendations or prescriptive comments! 80
Some Exciting Changes… • Level 2 Applicants… • Now receive a ½ day workshop following receipt of their feedback report • Intended to help them prioritize their OFIs • Conducted in Jan/Feb by Jim Keiffer or Sam Turner • Almost 100% acceptance rate in 2017 • Included in site visit fee 81
Table Exercise 1. Read TNCPE’s Organizational Profile 2. Identify three key factors that are relevant to your assigned category 3. Prepare for a site visit with: • Questions you will ask • Education points you will share • Recommendations to help TNCPE move forward 82
Assignment Table Category 1 1 2 2 3 3 4 4 5 5 6 6 7 1 8 2 83
Intro to Site Visit “What people say, what people do, and what they say they do are entirely different things.” Margaret Mead
Examiner Evaluation Cycle Complete Pre-work & Training Finalize Independent Feedback Review Report Site Visit Consensus Review Review 85
2017 Site Visit Strengths . . . I can't say enough about the team that visited my site. They were very professional yet very accommodating and approachable. I appreciate the way the made the visit feel "non- threatening.“ . . . The team was excellent, provided outstanding customer service. The staff and I thoroughly enjoyed this site visit. . . . I think that the team gave us ample time to explain our organization, as well as asked questions that gave them a good understanding of the organization. 86
2017 Site Visit OFIs However: . . . the team leader made the interviews rather uncomfortable at times as she talked down to our staff, discussed her viewpoints and philosophies at times rather than the Criteria’s, and lectured us at times . . . Meet the TNCPE guidelines for preparing for onsite (Improvement Suggestion) 87
Purpose of a Site Visit • To learn more about the applicant • Not just to get your questions answered! • To clarify OFIs • To verify role model strengths • To allow the applicant to tell its story • To meet the applicant’s expectations 88
Site Visit Phases Planning On Site Post Site Visit 89
Prior to Planning Phase… • Begin logistics as soon as teams are formed • Dates of availability for team • Dates of availability for applicant • Travel arrangements • Award cycle site visit schedules (recommended) • September 17 – 21 (Level 2) • September 24 – 28 (Level 3) • October 1 – 5 (Level 4) 90
Stair Steps to Excellence Level 4 Level 3 Excellence Level 2 Achievement Level 1 Commitment Interest Org Profile Yes Yes Yes Yes Application Org Basic item Overall item Multiple item Focus Profile requirements requirements requirements Max Length 5 pages 5 + 15 pages 5 + 35 pages 5 + 50 pages Site Visit ½Day+½Day 1 Day+1 Day 2 Days+1 Day 3 Days+1 Day Feedback 7 Categories Overall Multiple Multiple Focus requirements requirements requirements 91
Planning Reread Org Profile/ Key Factors to get grounded Phase Develop site visit questions for assigned Categories Team leader sends site visit issues to applicant 1-2 weeks prior to site visit Discuss Site Visit agenda and approach during consensus meeting with team 92
On-Site Opening Meeting Phase Category interviews Review of documents Remember, after site visit, “it is not clear” means you didn’t do your job! 93
Opening Meeting • Introductions are tricky • Team Leader presents TNCPE Opening Meeting slides • Applicant may have a presentation • Come ready to work! 94
Site Visit Interview Tips • If the applicant gives examples or anecdotes, ask a follow up question • At the end of an interview ask “Is there anything else you’d like to tell us?” • Use evaluation factors (A-D-L-I and Le-T-C-I) to guide your questions • Interview in pairs: one person conducts the interview and the other takes notes • Be committed to be an examiner for the entire site visit 95
Ask Open-Ended Questions • Tell me how it works • How often do you do it? Who participates? • Walk me through . . . • Show me how . . . • How has it changed? Have you always done it this way? • How do you know? (vs. Do you know?) (Be prepared to ask your questions more than one way) 96
Post- Finalize strengths by Category Site Visit Finalize OFIs by Category Phase Finalize recommendations by Category Finalize key themes 97
TNCPE Update If you want 1 year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. Chinese proverb
History of TNCPE 99
TNCPE Culture Purpose To strengthen Tennessee’s economy Mission To drive organizational excellence in Tennessee and the Southeast region To be the partner of choice in leading organizations Vision to world-class performance excellence. Together…building a state of excellence! Customer Focus; Integrity; Respect; Collaboration; Values Leadership; Excellence; Innovation; Continuous Improvement Core Building loyal relationships with key stakeholders; Competencies Operating an effective Awards program 100
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