【正文】 s made up mostly of internal people, or if the organization is in the early stages of its improvement journey. 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 21 Assessment Process Steps Mini Facilitated or Joint External SelfAssessment Workshop Planning Workshop Leadership Briefing Workshop Team Preparation, Data Gathering, Assessment Report Report Presentation Planning Workshop Planning Workshop Report Presentation External Validation, Assessment Report Team Preparation, Data Gathering, Assessment Report Leadership Briefing Workshop 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 22 Comparison Between Types of Assessment Type Assessor Capability Independence of Evaluation Extent of Data Gathering Extent of Intermediate Documentation Use of Criteria (Depth) Mini Internal people with minimal training Selfevaluation only, with facilitator guiding the process but not contributing to the content Little or nonperhaps some prework prior to workshop A bulletpoint evaluation report produced in real time Minimal depth: highlevel criteria headings only Facilitated Internal people with basic training and some external support Evaluation by internal team with external guidance on the process and the evaluation logic Planned interview process conducted by assessment team A formal feedback report, developed in two steps: drafted during internal team training, then finalized after data gathering is plete Flexible depth: the full criteria are used, ―drilling down‖ more in those areas where there is more substance Joint Internal team members with basic training, plus one or more experiences external assessors Evaluation by plete team, capturing internal and external perspectives External Experienced external assessors with some internal support External assessment team separate from internal datagathering team Twopass process: first pass by internal team to create ―application report‖, second pass by external team A detailed formal ―application report‖ created by the internal team A formal feedback report created by the external assessment team Full depth: the full criteria are used, including all elements 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 23 The Pros and Cons of Different Approaches Type Pros Cons Mini ? quick and inexpensive ? simple, accessible ? provides good experiential learning ? can be a starter for more ? limited depth ? limited use of data ? limited involvement ? no external perspective ? risk of superficiality, lack of impact Facilitated ? more depth ? more use of data ? less risk ? modest cost ? more effort required ? limited objectivity, external perspective ? limited parisons or insight into best practices used elsewhere Joint ? greater objectivity and credibility of the report ? external parisons and insights into best practices used elsewhere ? greatest learning experience for insiders ? flexibility regarding depth ? more effort required ? additional time / cost for external assessor(s) External ? greater objectivity, perspective ? external parisons and insights into best practices used elsewhere ? learning experience for insiders, mainly in creating application report ? most indepth ? reliable, parable scores ? credibility of an external report ? greater internal effort required ? more steps, more documentation ? more elapsed time required ? cost of external assessors ? potential loss of ownership and buyin 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 24 Tailoring the Approach to your Situation Situation Possible Approaches The organization is very small. ? Consider including a sample of people from all levels of the organization in a workshopstyle miniassessmentor even include all employees. The initial goal is education and awarenessraising only, or the leadership team wants to keep its options open about how to proceed. ? Conduct a miniassessment without scheduling the planning session. When this is plete, the leaders can decide: (a) to do nothing more (b) to create improvement plans based only on the miniassessment findings, or 169。 ? People feel their own performance is being scrutinized, rather than the system within which they work – for example, they may show concern that any ―problems identified will be seen as being their fault. 人們認(rèn)為正在被考察的是他們自己的業(yè)績 ， 而不是他們所工作的體系的業(yè)績正在被考察 —例如 ， 他們認(rèn)為任何被發(fā)現(xiàn)的問題都會被看作是他們的錯誤 。 Case Study 9 Strategic and Operational Goals 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 11 What Is Assessment?什么是評估？ ? The assessment is an examination of methods, processes, implementation and results not of individuals’ petence or performance. 評估是對方法 、 執(zhí)行和結(jié)果而不是對個人能力或業(yè)績的檢查 。 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 6 p Case Study 案例研究 9 Please review the definitions of management and process approaches on the next 4 pages and 請在下面 4頁回顧管理和過程方法的定義 ， 并： 1. Decide which approach is applicable to your operation哪一種方法適用于 你的經(jīng)營： Reacting to Problems。 ? Your industry is changing rapidly (Looking for flexibility). 行業(yè)正在快速變化 （ 尋找靈活性 ） 。 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飛咨詢翻譯 5 p Case Study 案例研究 9 In accordance to the Baldrige program:依據(jù)波多里奇方案： The Criteria are designed to help organizations use an integrated approach to organizational performance management that results in (3 goals): 設(shè)計本標(biāo)準(zhǔn)是為了幫助組織使用完整的方法進行組織業(yè)績管理 ， 以完成下列目標(biāo)： Goal 1: delivery of everimproving value to customers, contributing to marketplace succes