Performance Excellence

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Presentation transcript:

Performance Excellence A Short Introduction to Performance Excellence

About Ron Pollock Professional Recruitment and Retention Committee Retired 2010, Director of Career Services, School of Information, The University of Texas at Austin Retired, U.S. Army, 1999 Positions with: J.C. Penney Company, Savin Corporation, Comal Broadcasting, Texas Veterans Commission, EER Systems Inc. MLIS, The University of Texas at Austin Texas Library Association, Past Chair: Professional Recruitment and Retention Committee Continuing Education and Development Committee Current Involvement: Planning Committee & Subject Matter Expert, Williamson County Institute for Excellence in Nonprofits Advisory Board, Judge, Trainer: University of Texas Center for Performance Excellence Scholarship Committee Member: University of Texas Alumni Association

Why are we here? I hope this session will provide ideas that will lead to a better understanding of how to lead and manage the library in the most efficient, cost-effective manner possible.

Learning Outcomes Become familiar an approach to performance excellence. Understand: Why performance excellence applies to all sizes of organizations How to maximize increasingly rare resources. How planning for the future determines what you do today How to look at your library as a “work system” approach How assessments (internal/external) can lead to improved performance.

What is Performance Excellence? The term “performance excellence” refers to an integrated approach to organizational management that results in delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability improvement of overall organizational effectiveness and capabilities organizational and personal learning

Begin with the End in Mind “. . . based on the principle that all things are created twice. There’s a mental or first creation, and a physical or second creation to all things. . .” “You work with ideas. You work with your mind until you get a clear image of what you want to build. Then you reduce it to blueprint and develop construction plans. . .” “You have to make sure that blueprint, the first creation, is really what you want, that you’ve thought everything through. Then you put it into bricks and mortar. Each day you go to the construction shed and pull out the blueprint to get marching orders for the day. You begin with the end in mind.” Covey, Stephen R. The 7 Habits of Highly Effective People, 1989. Page 99.

What does this mean to you?

Building Blocks of Performance Excellence Organizational Assessment B. Framework for Performance Excellence A. Shared Organizational Core Values

About Core Values "It's not hard to make decisions when you know what your values are." Roy Disney (1893 - 1971): Walt Disney's elder brother and the financier of his efforts "Your beliefs become your thoughts. Your thoughts become your words. Your words become your actions. Your actions become your habits. Your habits become your values. Your values become your destiny." Mahatma Gandhi (1869 - 1948): Indian political and spiritual leader

A. Organizational Core Values A. Shared Organizational Core Values A. Organizational Core Values Visionary leadership Customer-driven excellence Organizational and personal learning Valuing workforce members and partners Agility Focus on the future Managing for innovation Management by fact Societal responsibility Focus on results and creating value Systems perspective

B. Framework for Performance Excellence The Baldrige Criteria for Performance Excellence provide a framework for the effective management of an organization, as well as for understanding organizational strengths and opportunities for improvement needed for planning efforts.

The Framework for Performance Excellence Organizational Profile: Environment, Relationships, & Strategic Situation Leadership Triad Results Triad 2 Strategic Planning 5 Workforce Focus 1 Leadership 7 Results 3 Customer Focus 6 Operations Focus 4 Measurement, Analysis, and Knowledge Management

The Organizational Profile Provides a snapshot of the organization The key influences on how to operate The key challenges it faces Describes the organization’s Operating environment Key relationships with customers, suppliers, partners, stakeholders Competitive environment Key strategic challenges and advantages System for performance improvement

1. Organizational Description What are your key organizational characteristics? Describe your organization’s operating environment and your key relationships with customers, suppliers, partners, and stakeholders. Organizational Environment Product offerings Vision and mission Workforce profile Assets Regulatory requirements Organizational Relationships Organizational structure Customers and stakeholders Suppliers and partners

2. Organizational Situation What is your organization’s strategic situation? Describe your organization’s competitive environment, your key strategic challenges and advantages, and your system for performance improvement. Competitive Environment Competitive Position Competitiveness Changes Comparative Data

What value do you see in creating an Organizational Profile? Table Discussion What value do you see in creating an Organizational Profile? 10 minutes for table discussion 5 minutes for reporting results

1. Leadership LEADERSHIP describes the personal actions of senior leaders that guide and sustain high performance organizations. They also establish the organization’s governance system and establish the standards for fulfilling the organization’s legal, ethical, and moral responsibilities that support their key communities.

About Leadership “Management is doing things right; leadership is doing the right things.” Peter Drucker (1909 – 2005): Business consultant, author “Example is leadership.” Albert Schweitzer (1875 – 1965): Theologian “Leadership is a matter of having people look at you and gain confidence, seeing how you react. If you're in control, they're in control.” Tom Landry (1924 – 2000): Football coach

Leadership Activities Set and deploy the organization’s vision and values Promote legal, regulatory, and ethical behavior Create a sustainable organization Environment focused on performance improvement Positive workforce culture and workforce learning Develop/enhance future leaders, leadership skills, organizational learning, succession planning Communicate with and engage the workforce Focus on actions to accomplish organization’s objectives Establish a governance system with performance evaluation Incorporate societal responsibilities and community support into the organization’s strategy and operations

Table Discussion: Compare Leadership Styles <VS> 10 minutes for table discussion 5 minutes for reporting results Free Leadership Cartoons, http://www.google.com/search?q=free+leadership+cartoons&hl=en&rls=com.microsoft:en-us:IE-Address&rlz=1I7ADBR&prmd=imvns&tbm=isch&tbo=u&source=univ&sa=X&ei=Meb9T9m_OObE2QXC9e2SDg&ved=0CFYQsAQ&biw=1536&bih=788

2. Strategic Planning STRATEGIC PLANNING is a vital activity for long-term organizational sustainability. It address strategic and action planning, provides guidelines for the allocation of valuable resources, establishes how accomplishments are measured and sustained, and establishes how to change plans if circumstances require change.

Strategic Planning Activities Establish a strategic planning process: Collect and analyze relevant data and information Address strategic challenges Leverage strategic advantages Establish key strategic objectives and related goals Convert strategic objectives into action plans Establish organization’s action plans Address resource allocation and workforce requirements Describe how action plans are deployed Identify key action plan performance measures or indicators Project their organization’s future performance relative to key comparisons on their performance measures or indicators.

Strategic Planning Process Gather Information Analyze Information Develop Strategic Objectives Develop Goals for Each Objective Develop Action Plans for Each Goal Measure Results Vision Strengths 3 – 6 Objectives 1-4 Goals Time Frame Timely Mission Weaknesses Success Metrics Fact Based Organizational Profile Opportunities Person Responsible Establish Trends Stakeholder Feedback Threats Regulatory & Legal Issues Parent Org Strategic Plan Feedback

Relationships Vision Strategic Objectives Goals Action Plans

3. Customer Focus CUSTOMER FOCUS is the foundation for long-term success. Organizations must engage their customers by listening to “the voice of the customer,” building customer relationships, and using customer information to improve and identify opportunities for innovation.

About Customer Focus “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin (1809 – 1899): British naturalist “Quality in a service or product is not what you put into it. It is what the client or customer gets out of it.” Peter Drucker (1909 – 2005): Business consultant, author “To understand the man, you must first walk a mile in his moccasin.” North American Indian Proverb “Customers don’t expect you to be perfect. They do expect you to fix things when they go wrong.” Donald Porter, former V.P. British Airways “The more you engage with customers the clearer things become and the easier it is to determine what you should be doing.” John Russell, former V.P. Harley Davidson

Customer Focus Activities Listen to current, past, potential, and competitors’ customers to gain actionable satisfaction and dissatisfaction information Identify and innovate product offerings that meet or exceed customer expectations Establish effective communication mechanisms that enable customers to: Seek and receive information Provide feedback on products and services Provide information for segmenting customers for current and future products/services Build and manage customer relationships

Table Discussion How do the first three criteria interact to promote performance excellence? 10 minutes for table discussion 5 minutes for reporting results

4. Measurement, Analysis & Knowledge Management Effective MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENT provides the “brain center” for effective management of information within the organization. Its processes produce the key information needed for effectively measuring, analyzing, and improving performance and managing organizational knowledge to drive improvement and competitiveness.

Measurement, Analysis and Knowledge Management Activities Establish processes to determine how the organization will select, collect, align, and integrate data Measure, analyze, review, and improve performance through the use of data and information at all levels and in all parts of the organization. Build and manage knowledge assets by ensuring accuracy, integrity and reliability, timeliness, and security and confidentiality. Ensure needed data, information, software, and hardware are available to the workforce, suppliers, partners, collaborators, and customers. Ensure the hardware and software are reliable, secure, and user friendly

10-Minute Class Discussion How important is Measurement, Analysis and Knowledge Management to achieving performance excellence?

5. Workforce Focus WORKFORCE FOCUS is the ability of the organization to assess workforce capability and capacity needs and build an environment that is conducive to high performance. It also focuses on how the organization develops the workforce to utilize its full potential in alignment with the organization’s mission, strategy, and action plans.

About Workforce Focus “If you engage people on a vital, important level, they will respond.” Edward Bond, English Playwright “The secret of my success is a two word answer: Know people.” “The growth and development of people is the highest calling of leadership.” Harvey S. Firestone (1868 – 1938): American Businessman I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies. Larry Bossidy, American Businessman “The conventional definition of management is getting work done through people, but real management is developing people through work.” Agha Hasan Abedi, Pakistani Businessman

Workforce Focus Activities Assess workforce capability and capacity needs, including skills, competencies, and staffing levels Recruit, hire, and retain new members while ensuring diversity of ideas, cultures, and thinking of customers Organize the workforce to accomplish the work of the organization and prepare the workforce for change Maintain a safe, secure, and supportive work climate Engage, compensate, and/or reward the workforce to achieve high performance Assess workforce engagement and use the results to achieve higher performance Develop the workforce, including leaders, to achieve high performance.

6. Operations Focus OPERATIONS FOCUS addresses how the organization designs, manages, and improves work systems and work processes to deliver customer value and achieve organizational success and sustainability. It also addresses readiness for emergencies.

Remember You have to know your processes – as performed on a daily basis – before you can improve them. Identify the process to be examined Flowchart the process as it is, not as it should be Make a diagram of how the work flows Verify the work Correct immediately an obvious problems identified “Almost all quality improvement comes via simplification of design, manufacturing... layout, processes, and procedures.” Tom Peters, American Businessman

Operations Focus Activities Design, manage, and improve work systems to deliver customer value prepare for potential emergencies achieve organizational success and sustainability Design, manage, and improve key work processes to Develop an emergency plan for disasters or emergencies that includes: Prevention Management Continuity of operations Recovery

How do the first three categories Impact Categories 5 and 6? Table Discussion How do the first three categories Impact Categories 5 and 6? 10 minutes for table discussion 5 minutes for reporting results

7. Results RESULTS provide real-time information for evaluation and improvement of processes and products aligned with the overall organizational strategy. It encompasses an objective evaluation and customers’ evaluation of the organization’s product offerings, as well of the evaluation of key processes and process improvement activities: customer focused results; workforce results; governance, leadership system and societal responsibility results; and overall financial and market performance.

Results Activities Measure Product and Process outcomes Customer-focused product and process results Operational process effectiveness results Strategy implementation results Measure Customer-Focused outcomes Customer satisfaction Customer engagement Measure Workforce-Focused outcomes Capacity and capability Workforce climate Workforce engagement Workforce development

Results Activities Continued Measure Leadership, Governance, Societal Responsibility outcomes Leadership Governance Law and Regulation Ethics Society Measure Financial and Market outcomes Financial performance Marketplace performance

Tools to Indicate Trends Bar Graphs Line Graphs

How it all works together Core values and concepts provide the foundation Which are imbedded in Systematic Processes Categories 1 – 6 Yielding Performance Results Categories 7

Class Discussion How can this approach help you provide better and more cost effective services while increasing the value of your services to the communities you serve?

C. Organizational Assessment C. Assessment Why conduct an assessment? Identify successes and opportunities for improvement Jump-start a change initiative or energize current initiatives Energize the workforce Focus the organization on common goals Assess your organization’s performance against other organizations Align your resources with your strategic objectives Deliver world-class results

Assessment Resources Malcolm Baldrige Performance Excellence Program Self Assessment Information http://www.nist.gov/baldrige/enter/self.cfm 2012 Criteria for Performance Excellence (Business/Nonprofit) http://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm

Questions?

Phone: 512-663-6870 E-Mail: ron.pollock@alumni.utexas.net