The Efqm Self-assessment Model in Performance Management

Organizations are seeking new, integrated systems that enable rapid changes through early identification of opportunities and problems, tracking of progress against plans, flexible allocation of resources to achieve goals, and consistent operations. In performance management a new category of systems and processes have been setup linked with the need to integrate strategy and key indicators of performance into management processes, and to exploit technology to improve monitoring, management reporting, and decisionmaking. Starting from the EFQM model we identified critical performance indicators that will result in improving business performance on the path to excellence. We developed a tool SCAN consisting of questions about 42 aspects. We developed a system SCANA reporting over the answers of the management team. 1. BUSINESS PERFORMANCE MANAGEMENT Performance management should be a main concern of every company. Organizations are seeking new, integrated systems that enable rapid changes through early identification of opportunities and problems, tracking of progress against plans, flexible allocation of resources to achieve goals, and consistent operations. Traditional systems, including ERP and business intelligence software, are not sufficient by themselves to meet this demand. Out of these requirements has emerged a new category of enterprise automation technology: Performance Management. The term Business Performance Management (BPM) is used to represent a new category of systems and processes and it pinpoints the need to integrate strategy and key indicators of performance into management processes, and to exploit technology to improve monitoring, management reporting, and decisionmaking. In research the following factors were identified as being good predictors of performance attainment: Strategy towards corporate and social responsibility, employee loyalty, staff responsiveness, customer satisfaction as well as market share, cash flow and costs. Predictors for good practice adoption include benchmarking, skill and job training, customer orientation, problem solving, and waste elimination. 2. THE NEED FOR A MODEL AND THE EFQM EXCELLENCE MODEL. Regardless of sector, size, structure or maturity, to be successful, organizations need to establish an appropriate management framework. The EFQM Excellence Model is a practical tool to help organizations do this by measuring where they are on the path to Excellence, helping them understand the gaps and then stimulating solutions. The EFQM Excellence Model was introduced at the beginning of 1992 as the framework for assessing organizations for the European Quality Award. It is now the most widely used organizational framework in Europe and it has become the basis for the majority of national and regional Quality Awards. This model is a non-prescriptive framework which recognizes that there are many approaches to achieving sustainable excellence. It can be used as a self-evaluation tool for organizations, large and small, public and private sector. 2.1. Characteristics of excellence The Model, which recognizes there are many approaches to achieving sustainable excellence in all aspects of performance, is based on the premise that: Excellent results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, that is delivered through People, Partnerships and Resources, and Processes. The fundamental concepts or characteristics of excellence are: • results orientation • customer focus • leadership and constancy of purpose • management by processes and facts • people development and involvement • continuous learning, innovation and improvement • partnership development • public responsibility. The EFQM model is based on those fundamental concepts or characteristics of excellence