2. Valuing Worker Welfare Is Just Good Business
"During a financial crisis, taking good care of employees isn’t just the right thing to do, explains Crouse chief quality officer Derrick Suehs—it can also help the bottom line."
In its culture reinvention process, Crouse chose to utilize the Baldrige performance-excellence criteria as a framework. Here are its seven key areas of focus, adapted from the Institute of Standards and Technology’s Baldrige National Quality Program Web site
By Patrick J. Kiger Comments 0 | Recommend 0
Leadership:
How senior executives guide the organization
and how the organization addresses its responsibilities to the public and practices
good citizenship.
2
Strategic planning:
How the organization sets strategic directions
and how it determines key action plans.
3
Customer and market focus:
How the organization determines requirements and expectations of
customers and markets; builds relationships with customers; and
acquires, satisfies and retains customers.
4
Measurement, analysis and knowledge management:
How the organization manages, analyzes and improves data and information
to support key processes and the performance management system.
5
Workforce focus:
How the organization enables its workforce to develop its full potential
and how the workforce is aligned with the organization’s objectives.
6
Process management:
How key production/delivery and support processes are designed, managed
and improved.
7
Results:
The organization’s performance and improvement in its key business
areas: customer satisfaction; financial and marketplace performance;
human resources; supplier and partner performance; operational
performance; and governance and social responsibility. How the
organization performs relative to competitors.
Workforce Management,
March 17, 2008, p. 22
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Patrick J. Kiger is a freelance writer based in the Washington, D.C., area. E-mail editors@workforce.com to comment. Next Article: 2. Valuing Worker Welfare Is Just Good Business
"During a financial crisis, taking good care of employees isn’t just the right thing to do, explains Crouse chief quality officer Derrick Suehs—it can also help the bottom line."
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n its culture reinvention process, Crouse chose to utilize the Baldrige performance-excellence
criteria as a framework. Here are its seven key areas of focus, adapted from the
