In this issue I will share my experience gained 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 summarize, below are the Eleven Core Values ​​and Concepts of the Baldrige criteria:-

Visionary leadership | Customer Driven 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 gained 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 summarize, below are the Eleven Core Values ​​and Concepts of the Baldrige criteria:-

Visionary Leadership | Customer Driven 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

Articulated Valuation of Employees and Partners The diversity of backgrounds, knowledge, skills, creativity and motivation of all its employees and partners apparently contribute to the success of an organization. An organization must be committed to employee satisfaction, development and well-being. However, the challenges in valuing employees include the following:-

1. Commit to employee success
2. Have a systematic reward and reorganization beyond the normal compensation system
3. Development and progression plan within the organization.
4. Create an environment and policy that encourage risk taking and innovation.
5. Create an environment to support a diverse workforce
6. Advocate for internal associations to strengthen labor-administrative cooperation.
7. Create an environment that fosters high performance teamwork. knowledge sharing

The organization should consider external partnerships with customers, suppliers, strategic partnerships, or alliances for business advancement. All terms and conditions of such association must be clearly stated to reduce unnecessary conflicts of interest. Case study on valuing employees and partners 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 employment market forces.

The training and development of employees has been considered selectively dependent on jobs. Many of the companies struggled with a large performance gap between senior managers and the next level of staff. While the need for a successor is recognized, there is no concrete plan for succession planning. Perhaps, it may mean additional counts in the head count. The association with external parties, such as suppliers, strategic partners, etc., is done in a very selective way. Maybe it is due to some delicate problem in dealing with suppliers. On the part of Strategic Partners, therefore, it is quite selective due to the fact that the company has to disclose relevant information that is confidential.

Problems with the valuation of employees and partners Companies cannot keep good employees for too long as most of them perform well and are the most sought after by employment agencies. The employee felt that companies are not compensating them adequately according to market changes. Obviously, we can’t expect companies to make adjustments too often to keep the bag up to date with the outside labor market. External partners remain low priority in management strategies, unless forced by material shortages etc.

opportunity for improvement This is one of the eleven Values ​​and Concepts at Malcolm Baldrige that are missing from most of the companies I work for. Given management thinking and culture, it’s no easy task to motivate leaders to compare their counterparts in Baldige winners. To be sure, the leaders of these companies tried to meet the reorganization of employees with clearer performance expectations; there is no written policy to document such practices. This is an area that will not change unless perhaps the labor market forces companies to do so.

Increasing partnership with external 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 In Malcolm Baldrige Values ​​and Concepts, leaders can compare their Baldrige Winners CEO to their TQM successes on this value. My next article will articulate the next Core Values ​​and Concepts in agility

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