The Baldrige Criteria
The Baldrige Criteria for Performance Excellence is a framework for improving performance and achieve excellence.
It helps the organisation find its own strengths (and areas for improvement), and prioritises those which sustain the organisation
It can be used by not-for-profit organisations too
The framework uses core values and concepts which are found in high-performing organisations:
Focus on success
Ethics and transparency
Organisational learning and agility
Delivering value and results
Management by fact: an emphasis on feedback, and a fact-based, knowledge-driven system for improving performance and competitiveness
Elements of the Baldrige Assessment
The organisation describes what is important to it — its operating environment, competitive environment, key relationships.
Leaders set direction and expectations. Areas looked at are:
The role of senior leadership
Governance and social responsibilities
This focuses on:
Needs of customers must be met
It focuses on:
Listening to the customer
Measurement, Analysis and Knowledge Management
Feedback (measurement) is vital
The focus here is on:
Measurement, analysis and improvement of organisational performance
Knowledge, management, information and information technology (IT)
Skilled and Motivated staff are vital
'Workforce' focuses on:
Efficient and effective processes are vital
'Operations' focuses on:
Results (compared to other organisations, and over time)
As well as assessing each criteria individually, the framework also highlights the importance of integration between each other in delivering results
This means excellence across the ENTIRE organisation, not the individual criteria resulting in better financial results; satisfied,
loyal customers; improved products and services; and an engaged workforce.
The Criteria are evaluated against the following 4 Dimensions
How is work done? How effective are its key approaches?
How consistently are key processes used in relevant parts of the organisation?
How improved are the key approaches?
How have these been shared?
What is the potential for innovation?
Are approaches aligned to needs?
Are processes / targets harmonised?
Results are also evaluated across 4 dimensions:
What is the current performance level?
Are results in this aspect of performance improving?
How does performance compare with others, or against benchmarks/targets?
Are results tracked and do they consider key stakeholder needs?
Are performance tracking results used in decision making?