AN APPROACH TO ORGANISATIONAL EXCELLENCE IN HIGHER EDUCATION

1. AN APPROACH TO ORGANISATIONAL EXCELLENCE IN HIGHER EDUCATION Celal Seçkin 7 December 2017 ICQH, Sakarya, Turkey

2. Overview and Objectives • Introduce the EFQM Excellence Model\ an approach developed in industry • Describe its key aspects • Comment on its applicability in higher education • Provide benefits of using it as a guide for continuous improvement 2

3. EuropeanFoundationforQualityManagement Founded in 1988 14 Founder Members: Bosch, BT, Bull, Ciba-Geigy, Dassault, Electrolux, Fiat, KLM, Nestlé, Olivetti, Philips, Renault, Sulzer, Volkswagen Number of members around400 Award Categories • Large organisations: 1992 • Public sector: 1996 • SMEs: 1997 • Operational units: 1997 • Levels of Excellence:2001 • Revisions of the EFQM Model: 2003, 2010, 2013

4. What is Excellence? • EFQM Definition: • Excellent organisations achieve and sustain outstanding levels of performance that meet or exceed the expectations of all their stakeholders. • Practically, this means: • They have a clear understanding of who their stakeholders are and what they expect, today and in the future. • They develop strategies to achieve or exceed these expectations, in a balanced way. • They achieve excellent results today and they demonstrate that they can sustain this performance in the future.

5. First: Understand Stakeholders Governance Students The Organisation Society Staff Partners

6. Then: Meet or Exceed Their Expectations Governance Students The Organisation Society Staff Partners

7. The Stakeholder View • makes EFQM unique • is a challenge • establishes the basis for strategic direction • is the driving force for improvements

8. How can expectations of ALL Stakeholders be met or exceeded? • Identify needs and expectations of stakeholders in the context of other stakeholders • Identify potential conflicts of interest • Define and agree a Strategy that ensures the best possible balance between all stakeholders • Understand that needs and expectations will change over time! Therefore, the balance has to be dynamic. This requires Agility.

9. Excellent organisations...... “Achieve and sustain superior levels of performance that meet or exceed the expectations of all their stakeholders.” Which means: “Excellent Results”AND evidence of the sustainability of the performance” Which requires: “Confidence that the causes of these results are understood and managed” 9

10. The EFQM Excellence Model • Three components: • The Fundamental Concepts • The 9 Criteria • RADAR

11. The Fundamental Concepts

12. Example: Succeeding Through the Talent of People • Definition • Excellent organisations value their people and create a culture of empowerment for the achievement of both organisational and personal goals. • In practice, excellent organisations: • Define the required levels skills, competences and people performance • Attract, develop and retain talents • Align objectives and empower people • Ensure a healthy work/life balance • Respect and embrace diversity • Develop peoples’ skills • Encourage people to be ambassadors of the organisation • Motivate people to become involved in improvement and innovation • Understand the communication needs of their people

13. Phases on the Road to Excellence Fundamental Concepts Sustainable “Excellence” Where are we now? 13

14. Phases of Excellence (1) 14

15. Phases of Excellence (2) 15

16. The Journey towards Excellence - The Ingredients Sustainable “Excellence” Q: Where are we now? A: Do a Self- Assessment - Building a Process of Systematic Improvement - Improvement Projects -Effective Tools & Techniques focused on your priority improvement needs - A Road Map: Plans & Actions • Building a Culture of Systematic Improvement - Develop a support process capable of ensuring sustained improvement 16

17. EFQM 9 Criteria

18. Using the EFQM Excellence Model Possible Benefits: • Improving the development of your strategy and business plan. • Creating a common language and framework for managing and improving your organisation. • Involving people in improvement. • Identifying, and facilitating the sharing of, good practices. • Integrating improvement activities. • Provide a driver and focus for improving results in a sustainable way. 18

19. The 9 Criteria • Convert the Fundamental Concepts into a comprehensive Management Framework • Are relevant and applicable to any organisation BUT: • Are written in generic language so interpretation of terminology is necessary.

20. The Four Stakeholders Theowners (Key Results, 9) want the mission to be fulfilled believe in the vision, strategy The ones benefiting from the value of your products and/or services (Customer Results, 6) what they say, what you do The ones making it happen (People Results, 7) what they say, what you do All others key for success (Society Results, 8) what they say, what you do 20

21. Structure of the Results Criteria 6b Performance Indicators 6 Customer Results 6a Perceptions 7b Performance Indicators 7 People Results 7a Perceptions Criterion parts Criteria 8b Performance Indicators 8 Society Results 8a Perceptions 9 Key Results 9b Performance Indicators 9a Strategic Outcomes 21

22. From Strategic Level to Operational Level Strategic Assessment Operational Assessment

23. Structure of the Enabler Criteria 1e 1d 1c 1b 1a Criterion parts 1 Leadership Guidance points 5a 5 Processes, Products & Services 23

24. Model dynamics – Time lags ACTION ACHIEVEMENT Performance Indicators 6b, 7b, 8b, 9b Strategic Outcomes & Perceptions 6a, 7a, 8a, 9a Enablers 24

25. EFQM Model and Management Tools STUDENT SATISFACTION SURVEY PERFORMANCE RELATED TO STUDENTS STAFF SATISFACTION SURVEY KPIs OF HR MANAGEMENT HR MANAGEMENT TEAMWORK EMPOWERMENT LEARNING PERF. MAN. SYST. POLICIES, STRATEGIES MISSION, VISION, VALUES BSC, KPIs, CSFs MAN. BY OBJECTIVES PROCESS MANAGEMENT CURRICULUM BENCHMARKING ACCREDITATIONS PEOPLE PEOPLE RESULTS BUSINESS RESULTS PROCESSES, PRODUCTS AND SERVICES LEADERSHIP CUSTOMER RESULTS STRATEGY SOCIETY RESULTS PARTNERSHIPS AND RESOURCES BUDGET MANAGEMENT PARTNERSHIPS, SUPPLY CHAIN TPM, 5S, LABORATORY MANAGEMENT MATERIAL MANAGEMENTACCREDITATIONS INFORMATION AND TECHNOLOGY MAN. REPUTATION OF THE UNIVERSITY ENERGY MANAGEMENT VISION, MISSION, VALUES CULTURE ROLE MODEL LEADERSHIP 360DEGREE FEEDBACK CHANGE PROGRMMES VISION FINANCIAL and ACADEMIC RESULTS KPIs, BSC, CSFs RANKING BUDGET PERFORMANCE

26. The Model – So What? Excellence Framework Excellence Measurement

27. Assessment Framework

28. The RADAR Concept Develop the APPROACHES that will deliver the improvement Define the RESULTS you want to achieve ASSESS the impact and REFINE to ensure you achieve the desired result. DEPLOY the improvement plan

29. RADAR - Results

30. RADAR - Enablers

31. Overall Score Criteria Weightings • Each criterion part is scored out of 100% • For the Enabler Criteria, 1-5, the overall Criterion Score (%) is the average of criterion Part scores 50% 50% 10% 10% 10% 10% 10% 10% 10% 15% 15% 10% 10% 10% 15% 15% 10% 10% 10% 10%

32. Self-Assessment Sustainable “Excellence” Where are we now? 32

33. Self-Assessment • A comprehensive, systematic and regular review by the organisation of its activities and results referenced against a Model of Excellence • Allows an organisation to identify clearly its strengths and areas in which improvements can be made and intergate planned improvement actions that are then monitored for progress • N.B.  The ‘Strengths’ and ‘Areas for Improvement’ as identified during an Assessment are Statements, reflecting a status NOT solutions or recommendations 33

34. The Self-Assessment Process Step 1 Develop & retain commit-ment Step 7 Step 2 Develop & deploy communication strategy for steps 3-8 Step 3 Step 4 Step 5 Step 6 Select and train people directly involved in the process Plan the Self-Assessment process Establish & implement action plans Consider outcomes & prioritise them Conduct Self-Assessment Step 8 Monitor Progress & Review S-A Process 34

35. Prioritisation Tools &Techniques Sustainable “Excellence” Where are we now? Prioritisation Tools & Techniques 35

36. Prioritising the Outputs of Self-Assessment • A limited number of “areas for action” should be taken forward from the Self-Assessment. • This may include action to build on Strengths • This could include, say, 3-4 significant Improvement Projects • The Improvement Projects could be a mix of “benefit driven” and “capability building” projects • Whilst there are a number of “tools” to help prioritisation; “personal choice” is often a key factor 36

37. Examples of Prioritisation “Tools” IMPACT vs. EASE PARETO 80:20 IMPROVE vs. MAINTAIN vs. REDUCE THE BUSINESS IMPERATIVES KEY THEMES SCORE? STRENGTHS & AFIs 37

38. Impact vs. Ease • Two factors considered – what will be the impact of this change and how easy or difficult will it be to make this change • Analysis, based on these questions, provides a calculation to help the selection and prioritisation process High Impact Easy Hard Low Impact 38

39. Improve vs. Maintain vs. Reduce Strategically important Strategically not important Strengths Areas for Improvement 39

40. Managing Improvement Projects Sustainable “Excellence” Where are we now? Improvement Projects Teams Tools & Techniques 40

41. Project Success Criteria • Contributes directly to overall improvement aims • Delivers business benefit • Helps to embed a Continual Improvement culture • Well planned • Project Management methods • Tackles the root cause • A Team based approach • High involvement of people at all levels • Optimum use of people’s time • Generates enthusiasm and commitment amongst team members and others • Self-sustaining – not in need of constant attention 41

42. An “Excellence” Culture • Includes, visibly high levels of: • Joband Improvement Competency • Availability and appropriate use of relevant data • Knowledge of tools and methods, and when to use them • A very supportive “climate” • Time and patience • Effective change management skills • Financial and other resources 42

43. Phases of Excellence (1) 43

44. Phases of Excellence (2) 44

45. Systematic Continual Improvement Performance Data (e.g. Balanced Scorecard) External Learning Self-Assessment Survey Data Staff@s Ideas & Creativity Analysis & Prioritisation (By the right people) Improvement Action Feedback 45

46. Characteristics of World-class Organisations • Fire fighting at minimum levels • A common understanding and shared vision across all employees • A good and continuous change management • Loyal employees and other stakeholders • A healthy bottom up communication • Effective use of information and data • Innovation as part of daily life • Proud and enthusiasm supporting continual improvement • A culture with differentiation against other organisations • Sustained high performance in areas related to all stakeholders 46

47. Journey to Excellence Approach and Attitude Plans, infrastructure and methods Goals and objectives defined for all stakeholders Management by processes Working with plans KPIs and measurement Improvement projects Problem solving tools and techniques Powerful communication tools Benchmarking Continuous review mechanisms • Belief in change and improvement in every thing • An exact customer focus • Focus on changing the status quo • Strong and extended decision making capability • Solutions directly to root cause • Desire for learning and enthusiasm 47

48. Journey to Excellence • Characteristics of those at level B and C • Integrity • Effective use of measurement • External benchmarking, learning and continuous improvement • Outstanding performance results Organisational Performance C B • Characteristics of those at level A • Clear vision • Deployment of key approaches • Most of solutions done as fire fighting A Time

49. THANK YOU FOR LISTENING