Recognised for Excellence Applicant Guide The objective of this guide is to help you prepare a submission document for Recognised for Excellence.
Recognised for Excellence Guidelines These guidelines have been produced to help organisations preparing their Enabler Map Submission Document for Recognised for Excellence. The submission process for Recognised for Excellence requires that you present your own organisation s achievements across a range of areas relating to each criterion part in the EFQM Excellence Model. The criteria and criterion parts in the Model have guidance points which are intended to help support interpretation of the criterion and to allow you the freedom to put into your submission document information which is relevant to your specific situation. Examples of information that you might wish to present are given for each criterion part of the Model in the lists headed In practice we find that excellent organisations.. see the EFQM Excellence Model 2013 book. Please note: The In practice lists are for guidance only and content must reflect your own organisation.
Submission Document Structure The submission document contains 3 sections and is a maximum of 30 pages plus organisational chart and glossary of terms used: Section 1 Key Information (10 pages max) Section 2 Enabler Map (10 pages max) Section 3 Results (10 pages max) Organisational Chart Glossary The page limit does not include divider pages or photos. Formatting of the submission document should be completed in accordance with the guidelines described in this document. Constraints have been placed on both the layout and size to ensure consistency of applications and to aid the applicant in determining what information to present. The detailed content of the submission document is entirely up to the applicant and may include text or diagrams within the appropriate section. We recommend not going smaller than font size 10 and please print a test copy what looks well designed on screen might not be clear and easy to read in print! 8 bound copies should be submitted to Quality Scotland and an electronic copy emailed to the Awards Manager by the Submission Deadline.
Section 1 Key Information The Key Information presents the key facts about your organisation which helps Assessors to gain an overall view of your organisation and to understand your key strategies. These facts should be presented under 6 standard headings. Please keep the same heading titles as we propose in this document, but feel free to cover the key elements the Assessor Team need to understand the context in which your organisation operates. Key information to understand an organisation, its context and its future directions. 1. FACTS AND FIGURES This may include: - Name of the organisation - Address of Main location - Sector(s) of activities - Mission (core purpose for existence of the organisation) - Type of legal status - Owners/Investors/relationship to Headquarters - Organisational chart - Key Financial figures - Market capitalisation - Number of employees (managerial, supervisory, professional, nonmanagers/'blue collar', sites) - Geographic coverage - Number of sites 2. HISTORY OF THE ORGANISATION AND PAST ACHIEVEMENTS 3. CHALLENGES AND STRATEGY OF THE ORGANISATION This may include: - Vision (statement of the organisation's future) - Business Strategy (what business are you in today/tomorrow) - Strengths Weaknesses Opportunity Threats (in the context of the organisations mission and vision, and capability and capacity to achieve strategy) - Competitive advantage - Key Business Goals (that support the mission and the achievement of vision, the business strategy) - Critical success factors
4. MARKETS, OFFERINGS AND CUSTOMERS This may include: - Current and future markets: description and figures (Market shares, significance for future) - Current and future customer segments: description, needs and figures (breakdown of revenue, profitability, significance for future) - List those you consider as your key competitors (current and foreseen) - Current and future product offerings: description, features and figures (breakdown of revenue, profitability, significance for future) 5. OPERATIONS, PARTNERS AND SUPPLIERS This may include: - Organisation structure and main functions - Key resources and assets - Key partners and suppliers type and significance of relationships - Society: impact on the company and expectation from its members 6. MANAGEMENT STRUCTURE AND ACTIVITIES This may include: - Governance structure - Values - Key management meetings - Performance management (how the organisation manages and improves its performance)
Section 2 The Enabler Map The purpose of the Enabler Map is to: - Give the Assessment Team an overview of your approaches, the extent of their deployment, how the approaches and their deployment are assessed and refined, and how they link to the measures which demonstrate their effectiveness and how these map or fit to the enabler criteria of the EFQM Excellence model (1a to 5e) - The information provided is used by the Assessment Team as reference for initial off site analysis and input when preparing for the Site Visit. Please determine a lay-out that is best for you, but includes all the elements as described below. The maximum volume to produce is in total 10 pages. You can make your own decision on how to distribute the available space across the information requested here in these guidelines. Please also consider that this document can be used for communication internally or with your stakeholders when making your lay-out decisions. Please feel free to create any structure, as long as these 6 elements are included: 1. An overview of your approaches and projects/initiatives with the names as you use in your internal and/or external communications 2. How these approaches map to the enabler criteria of the EFQM Excellence model on criterion part level (1a to 5e) 3. How these approaches and their deployment are assessed and refined. 4. How these impact the results; explicitly link the approach to a result in your Results section so the Assessment Team can see how and where you are measuring the outcome of your approach/projects. 5. The owner of this section. 6. Other linkages and pointers to evidence available during the site visit for the Assessment Team, also using your specific words and terminology as used in day-to-day work and communications. Remember the objective is NOT to explain and clarify each and every approach or initiative; it is more to have a reference to the key elements of your organisation, its processes, the way it works etc. For this purpose a diagram
with an overview of your processes can be beneficial and serve as a reference picture for the text and tables used in this document. 1. Leadership Insert rows to table as needed. Reference Approach Deployment Assessment & Refinement Linkages to other Criteria and Criterion Parts, including Results Owner 2. Strategy Insert rows to table as needed. Reference Approach Deployment Assessment & Refinement Linkages to other Criteria and Criterion Parts, including Results Owner 3. People Insert rows to table as needed. Reference Approach Deployment Assessment & Refinement Linkages to other Criteria and Criterion Parts, including Results Owner
4. Partnerships & Resources Insert rows to table as needed. Reference Approach Deployment Assessment & Refinement Linkages to other Criteria and Criterion Parts, including Results Owner 5. Processes, Products & Services Insert rows to table as needed. Reference Approach Deployment Assessment & Refinement Linkages to other Criteria and Criterion Parts, including Results Owner
Section 3 Results In the results section you should present the most significant (relevant to your strategic direction) results for your organisation for each of the results criterion parts of the EFQM Excellence Model (for reference please see the 2013 EFQM Excellence Model book). This is your opportunity to demonstrate the excellence of your results in terms of your customers, people, society and also delivery of your strategy. Please do this in a way that best suits you and minimises the effort to produce this file by using existing charts, tables etc. To present these fact and figures you can use; charts with trends, targets and comparisons tables with trends, targets and comparisons graphics or pictures to illustrate facts text to explain the scope of these results, and the link to relevant approaches (the result to enabler links). 6. Customer Results 6a Perceptions 6b Performance Indicators 7. People Results 7a Perceptions 7b Performance Indicators 8. Society Results 8a Perceptions 8b Performance Indicators 9. Business Results 9a Business Outcomes 9b Business Performance Indicators
List of further results available Here (or in each result section) you can insert a table referring to results available during the site visit for the Assessors but that could not be included in this file because of the limitations in space. You can do this by criterion part at the relevant page or for all results here at the end, it s up to you how you can present in the best way the achievements of your organisation.
Appendix 1 An example Enabler Map This enabler map section also contains an extract of the submission document to give the enabler map (table) some context relating to the Mission, Vision, Values etc. Note: STIBL is a production company producing jig saw and blades Leadership: For the last five years STIBL s mission, vision and values have been unchanged, although reviewed annually. Mission: We will develop solutions for cutting Vision: We will cut everything which needs to be cut The appropriateness and currency of the mission and vision is assessed yearly at the strategy meeting. The current values are inspired by the founders and have been slightly modified over the years. Values: STIBL s values are based on the motto of the founders, that is, we will accomplish everything if we respect each other and support each other in order to act as entrepreneurs and do least harm to our environment. From this initial description the following six values have been developed over the years: Respect and support of each other Act as entrepreneurs Do least harm to the environment Creativity and innovation Satisfaction of customers and employees Socially responsible leaders It is seen as a duty of the owners (family) to ensure that STIBL is handed to the next generation in good financial order and so we prioritise sustainability within the
organisation for both the employees and the surrounding communities. Leaders of STIBL act as role models for advanced entrepreneurship. To ensure the stability of STIBL s strategy, financial forecast and future risk/future scenario analysis is done. This is set in the context to our approach to performance management which is designed to ensure accountability and transparency to all our stakeholders. To achieve this we provide yearly announcements by the CEO at our Spring Open Days. We have a range of partnership arrangements with our stakeholders and have leaders who have responsibility for working with each stakeholder group. This is done to ensure transparency of reporting to our key stakeholders but also to work in partnership with them to generate new and innovative ways of doing things. As leaders we recognise our responsibility to develop an appropriate culture within our organisation. This is one reason why we have a clear set of values that we embed within the organisation. Additionally, we work, as a leadership group, to inspire people and to create a culture whereby staff feel involved and empowered. Our improvement projects are an example of the way in which we go about this. Supporting staff to understand how they contribute to the ongoing success and strategic direction of the organisation is an important role or our leaders. One of the purposes behind our annual strategy meeting is to look closely at the external environment to see what changes are taking place and how we can best respond to them. To ensure that we have complete information, each member of the management team takes an aspect of the external environment e.g. social, political etc. to gather information and present to the strategy meeting. In this way we can ensure that we have a complete view.
Enabler Map Template Reference Approach Deployment Assessment & Refinement Linkages to Other Criteria and Criterion Parts including Results 2a.1; 2c.1; 3a4; 3c2; 3d.2; 3.e.3 4a.3; 4b.2; 4d.1 5a.5 9a; 9b Owner 1a.1 Leaders have developed the mission, vision and values based on the original vision for the organisation of the founders All leaders are involved in an annual strategy meeting where the appropriateness of the vision and mission are discussed. From there each leader takes responsibility to communicate to his/her staff the significance of the vision and mission for them Each year at the strategy meeting the vision, mission and values are reviewed to ensure that they are still appropriate for the direction of the organisation CEO HWF 1a.2 We have a 360 degree feedback process for all leaders to ensure a shared leadership culture All leaders of STIBL are required to be part of this approach. We ensure the number of leaders involved through our annual appraisal process and also we ask staff what they think about our leadership approaches. Additionally, we review the appropriateness of the approach 3b.1 7a HR
at our annual strategy meeting. Our approach to the development and prioritisation of improvement projects is done at our annual strategy day. 1a.3 To ensure that all improvement activities are prioritised appropriately the members of the management team meet on a quarterly basis to review and monitor progress and to determine priorities. Improvement projects for the organisation are brought into a single action plan that we monitor at management team level to ensure a consistent approach. 2a.2; 2b.1; 2c.4 3c.2; 3c.3 4e.1 9b FS