In this issue, I will share my experience from the conglomerate and its operating companies. For the purposes of this article, I will articulate the Valuation of employees and partners which is one of the eleven core values and concepts used in the Malcolm Baldrige Criteria. As before, I will use case studies to show how some of the companies implement them.
To recap, below are the Eleven core concepts and values of the Baldrige criteria: –
Visionary Leadership | Customer-oriented excellence | Organizational and personal learning | Valuation of employees and partners | Agility | Focus on the future | Management for innovation | Management by fact | Public responsibility and citizenship | Focus on results and value creation | Systems perspective
In this issue, I will share my experience from the conglomerate and its operating companies. For the purposes of this article, I will articulate the Valuation of employees and partners which is one of the eleven core values and concepts used in the Malcolm Baldrige Criteria. As before, I will use case studies to show how some of the companies implement them.
To recap, below are the Eleven core concepts and values of the Baldrige criteria: –
Visionary Leadership | Customer-oriented excellence | Organizational and personal learning | Valuation of employees and partners | Agility | Focus on the future | Management for innovation | Management by fact | Public responsibility and citizenship | Focus on results and value creation | Systems perspective
Collaborators and employees of articulated valuation The diverse experience, knowledge, skills, creativity and motivation of all its employees and partners appear to contribute to the success of an organization. An organization must be committed to employee satisfaction, development, and well-being. However, challenges in employee valuation include the following: –
- Commit to employee success
- Have a systematic reward and reorganization beyond the normal compensation system.
- Plan development and progression within the organization.
- Create an environment and a policy that promote risk taking and innovation.
- Create an environment to support a diverse workforce
- Advocate Internal associations strengthen cooperation between workers and management.
- Create an environment that encourages the high-performance work team. Knowledge sharing
The organization should consider external partnerships with customers, suppliers, strategic partnerships, or alliances for business advancement. All terms and conditions for such a partnership should be clearly stated to reduce unnecessary conflicts of interest. Case study on employee and partner valuation Traditionally, most of the companies I worked with understood the concept of employee and partner valuation. The organization has policies that reinforce employee rewards and recognition, performance compensation schemes, etc. However, these are simply the norm due to the employment forces of the market.
Employee training and development has been considered to be selectively dependent on jobs. Many of the companies faced problems with a large performance gap between top managers and the next level of staff. While you recognize the need for a successor, there is no concrete plan for succession planning. Perhaps, it may mean additional counts in employee counts. The association with external parties such as suppliers, strategic partners, etc. it is done very selectively. Perhaps it is due to some delicate problem when dealing with suppliers. On the part of the Strategic Partners, it is done quite selectively because the company has to disclose various relevant information that are confidential.
Problems with the valuation of employees and partners Companies cannot keep a good employee for too long on the employee, as most of them perform well and are the most sought after by employment agencies. The employee felt that the fairy companies do not compensate them according to market changes. Obviously, we cannot expect companies to adjust too often to keep up with the external job market. External partners remain low priority in management strategies unless forced for example by material shortages etc.
Opportunity for improvement This is one of eleven Malcolm Baldrige values and concepts that are lacking in most of the companies I work for. Given the thinking and culture of management, motivating leaders to compare their counterparts in Baldige winners is not an easy task. To be sure, the leaders of these companies tried to comply with the employee reorganization with clearer performance expectations; there is no written policy to document such practices. This is an area where there will be no change unless perhaps the labor market forces companies to do so.
Increasing partnership with outside parties remains a problem as long as leaders do not see it as one of the strategic goals.
In short, having understood the Organizational and personal learning at Malcolm Baldrige Values and Concepts, leaders can compare their Baldrige Winners CEO on their TQM successes at this value. My next article will articulate the following core concepts and values in Agility
source for Malcolm Baldrige criteria: http: //www.quality.nist.gov/Criteria.htm