Malcolm Baldrige Values ​​and Concepts Part 4 – Valuing Employees and Partners

In this issue, I will share my experience acquired from the conglomerate and its operating companies. For the purpose of this article, I will articulate the Valuing Employees and Partners which is one of the eleven core values ​​and concepts used in 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 Values ​​and Concepts of Baldrige Criteria: –

Visionary Leadership | Customer-Driven Excellence | Organizational and Personal Learning | Valuing Employees and Partners | Agility | Focus on the Future | Managing for Innovation | Management by Fact | Public Responsibility and Citizenship | Focus on Results and Creating Value | Systems Perspective

In this issue, I will share my experience acquired from the conglomerate and its operating companies. For the purpose of this article, I will articulate the Valuing Employees and Partners which is one of the eleven core values ​​and concepts used in 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 Values ​​and Concepts of Baldrige Criteria: –

Visionary Leadership | Customer-Driven Excellence | Organizational and Personal Learning | Valuing Employees and Partners | Agility | Focus on the Future | Managing for Innovation | Management by Fact | Public Responsibility and Citizenship | Focus on Results and Creating Value | Systems Perspective

Articulated Valuing Employees and Partners A diverse background, knowledge, skills, creativity and motivation of all its employees and partners are apparently contribute to an organization's success. An organization should commit to the satisfaction, development and well-being of the employee. However, the challenges in valuing employees include the following: –

  1. Commit to employee's success
  2. Have a systematic reward and reorganization beyond normal compensation system
  3. Plan for development and progress within the organization
  4. Create an environment and policy that advocate risk taking and innovation
  5. Create an environment to support diverse workforce
  6. Advocate Internal partnerships close labor-management cooperation.
  7. Create an atmosphere that encourages high performance work team. Knowledge sharing

Organization should considered external partners with customers, suppliers, Strategic partnerships or alliances for business advancement. All terms and condition for such partnership should be clearly stated to reduced unneeded conflicts of interests. Case Study on Valuing Employees and Partners Traditionally, most companies I worked with understanding the concept of Valuing Employees and Partners. Organization has policies that reinforcement employees reward and recognitions, performance compensation schemes etc. However, these are merely the norm due to market employment forces.

Employee training and development has been considered selectively depending on the job positions. Many of the companies faced the problems with big performance gap between senior managers and next level of staffs. While recognize the need of a successor, there is not concrete plan to plan for success. Perhaps, there may mean additional headcounts in the employee headcounts. Partnership with external parties such as suppliers, strategic partners etc are done very selectively. Perhaps it may due to some sensitive issue when dealing with vendors. On the part of Strategic Partners, it is done quite selective due to the fact that company has to disclose certain pertinent information which are confidential.

Issues with Valuing Employees and Partners Companies are not able to keep good employee for too long in the employee as most of them are good in performance and most wanted by employment agencies. Employee felt that companies are not compensating them fairy according to the market changes. Obviously, we can not expect companies to make adjustment too often for the sack to keep up with the external employment market. External partners remain low priority in the management strategies without force by example material shortage etc.

Opportunity for Improvement This is one of the eleven Values ​​and Concepts in Malcolm Baldrige that most of the companies I work lacking. Considering the management thinking and culture, it is not like an easy task to motivate leaders to benchmark their counterparts in Baldige winners. No doubt leaders in these companies tried to fulfill employee reorganization with clear performance expectations; There is no written policy to document such practices. This is an areas with will not be changes unless otherwise the employment market forces companies to do so.

Increasing partnership with external parties remain an issue so long as the leaders do not see it as one of the strategic objectives.

In summary, having understood the Organizational and Personal Learning in Values ​​and Concepts of Malcolm Baldrige, leaders may benchmark their CEO of Baldrige Winners on their TQM successes in this value. My next article will articulate the next Core Values ​​and Concepts in Agility

Source for Malcolm Baldrige criteria: http://www.quality.nist.gov/Criteria.htm

Source by Dr LM Foong

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