EFQM TRAINING AND PILOT
TESTING OF WEB-BASED
TOOL GOA-WorkBench®
University of Economics in Prague
What will you gain during the
training?

Short overview of EFQM Model

Understanding the importance of self-assessment

Opportunity to try the self-assessment tool GOA-WorkBench®
and understanding how it works

Through your feedback you have an opportunity to be involved
in the development of GOA-WorkBench®
ABOUT THE PROJECT
ACES – Accreditation and Certification in the Educational Sector
ACES – Accreditation and
Certification in the Educational
Sector

The multilateral project involving partners from Germany, Denmark, Czech Republic
and Scotland.

The project is designed for quality improvement in the field of vocational training
and education.

It is funded by the Leonardo da Vinci programme – The Transfer of innovation strand

It is one of a suite of projects aiming to assist European Education Providers cross
match their national accreditation systems against EFQM and self assess their
activities..

The project uses the GOA WorkBench ®, which is a suite of software products
(or modules) that are designed to support educational institutions and organizations,
large and small, improve their business performance.
4
ACES – Accreditation and
Certification in the Educational
Sector

ACES is based on two products:

GOA Workbench®

SAETO
GOA-WorkBench® - is a suite of software products (or modules) that are
designed to support educational and training organizations (ETO), large and
small, improve their business performance.

360° management feedback, customers and employees satisfaction surveys,
culture innovation analyses, practice of learning organization.

Specific questionnaires with algorithms for evaluation.

Self-assessment using CAF(Common Assessment Framework), EFQM and ISO
9004.
5
ACES – Accreditation and
Certification in the Educational
Sector
SAETO (Self-Assessment for Educational and Training Organizations)

It adapts the GOA WorkBench® according to requirements of educational sector

3 levels of assessment:


Easy Assessment evaluation for ETO – intended for early organizations, free
available.

EFQM Check-Up for ETO– intended for experienced organizations, necessity to be
led by an expert.

EFQM Assessment Professional - CAF/EFQM evaluation.
In addition, SAETO includes:

PlanEval – the tool for satisfaction surveys and evaluation of courses and trainings.

Suite of training materials – explaining the way of use the tools and
methodologies.
6
ACES – Accreditation and
Certification in the Educational
Sector
ACES project outputs:

Adaptation of SAETO methodology and localisation of ACES
solution to regional requirements

Extension and translation of SAETO tools to languages of
partners regions

Localisation (translation) of the software tool GOA

Implementation and pilot testing of the tools
7
EXCELLENCE
MODEL EFQM
WHAT IS EXCELLENCE?
Practically, the excellent organizations are
those which:

Excellence is when:
…organizations achieve and
sustain outstanding levels of
performance that meet or
exceed the expectations of all
their stakeholders.
(the definition by EFQM)

have a clear understanding of who
their stakeholders are and what they
expect,

develop strategies to achieve or exceed
these expectations,

achieve excellent results,

demonstrate that they can sustain this
performance in the future by showing
the causes of these results are
understood and effectively managed.
9
WHAT IS EXCELLENCE?
“To do the right thing, at the right
time, in the right way; to do some
things better than they were ever
done before. . . ”
(Marshall Field & Company)
10
EFQM EXCELLENCE MODEL

Currently, it is the most widely used management framework.

It provides a comprehensive view of organization (assessment).

It is functional and voluntary framework (tool), that enables
organizations to:

assess where they are on the path to excellence; helping them to
understand their key strengths and potential weaknesses,

provide a common vocabulary and way of thinking about the organization
that facilitates the effective communication of ideas,

integrate existing and planned initiatives,

provide a basic structure for the organization's management system.
EFQM = EUROPEAN FUNDATION FOR QUALITY MANAGEMENT
11
EFQM EXCELLENCE MODEL

There are 3 integrated components which comprise the EFQM Model:

THE FUNDAMENTAL CONCEPTS OF EXCELLENCE
•

THE EFQM EXCELLENCE MODEL
•

Basic principles which are the essential foundation of achieving sustainable
excellence for any organization.
A Framework to help organizations convert the Fundamental Concepts and
RADAR logic into practice.
RADAR LOGIC
•
A dynamic assessment Framework and powerful management tool that
provides the backbone to support an organization as it addresses the
challenges it must overcome if it is to realize its aspiration to achieve
sustainable excellence..
12
Source: EFQM Excellence Model, 2013
THE FUNDAMENTAL CONCEPTS
OF EXCELLENCE
Adding Value for Customers
Sustaining Outstanding
Results
Creating a Sustainable Future
Succeeding through the
Talent of People
Developing Organisational
Capability
Managing with Agility
Harnessing Creativity & Innovation
Leading with Vision, Inspiration & Integrity
13
©EFQM Excellence Model, 2013
THE FUNDAMENTAL CONCEPTS
OF EXCELLENCE

Adding Value for Customers


Creating a Sustainable Future


Organization know its key competencies and has a positive impact on the world
around by enhancing its performance in the economic, environmental and social
field.
Developing Organizational Capability


Customers are the primary reason for being and striving to innovate and create
value for them by understanding and anticipating their needs and expectations.
Effective change management within and beyond the organizational boundaries is
the tool for enhancing capabilities of organization.
Harnessing Creativity & Innovation

Organization generate increased value and levels of performance through continual
improvement and systematic innovation by harnessing the creativity of its
stakeholders.
14
THE FUNDAMENTAL CONCEPTS
OF EXCELLENCE

Leading with Vision, Inspiration & Integrity


Managing with Agility


Organization has ability to identify and respond effectively and efficiently to
opportunities and threats.
Succeeding through the Talent of People


Organization has leaders who shape the future and make it happen. The
leaders inspire people by creating a culture of involvement, ownership,
empowerment, improvement and accountability.
Organization values its people and creates a culture of empowerment for
the achievement of both organizational and personal goals
Sustaining Outstanding Results

Organization focuses on achieving sustained outstanding results that meet
both the short and long term needs or all its stakeholders.
15
EFQM EXCELLENCE MODEL –
THE CRITERIA
16
Source: http://m-test.efqm.org/#page3
EFQM EXCELLENCE MODEL –
THE CRITERIA

Includes 9 criteria:


ENABLERS

Leadership

People

Strategy

Partnership & Resources

Processes, Products & Services
WHAT the organization does and
HOW?
RESULTS

People Results

Customer Results

Society Results

Business Results
WHAT the organization
ACHIEVES.
Each criterion is supported by a number of sub-criteria that describe examples
(guidance points) to aid interpretation of the criterion part. Many of these
guidance points are directly linked to the Fundamental Concepts.
17
RADAR LOGIC
Required
RESULTS
ASSESS AND REFINE
Approaches and Deployment
Plan and develop
APPROACHES
DEPLOY
Approaches
18
CONTINUOUS IMPROVEMENT – THE
RIGHT WAY TO ACHIEVE EXCELLENCE

WHY CONTINUOUS IMPROVEMENT?
X
Continuous Improvement is not a sprint, but a marathon!
19
RELATIONSHIP BETWEEN
CONTINUOUS IMPROVEMENT
AND EFQM
The dimension “Assess and Refine”




Measurement: …
Learning & Creativity: learning activities are undertaken to
identify good and best practices or better ways of working
Improvement & Innovation: output from measurement and
learning is used to identify, prioritise, plan and implement
improvements and innovative ways of working
This can be incremental improvement or “step changes”,
driven by innovation
Continuous
Improvement process is
a core element of EFQM:
Self-assessment
 Learning
CIP cycle20
SELF-ASSESSMENT FOR
EDUCATIONAL AND TRAINING
ORGANIZATIONS
WHAT IS SELF-ASSESSMENT?

Examining of own performance that will help
the organization to make continuous improvement activities.

Systematic and regular assessment of duties and results of
the organization.

Position fixing (internally and externally).

„Mirror“

The organization evaluates itself,

analyzes its‘ strengths and weaknesses,

agree upon necessary actions for continuous improvement.
22
WHAT IS SELF-ASSESSMENT?

It is a detailed map which helps management and employees
with answering to the following questions:

HOW DOES OUR ORGANIZATION „WORK”?

HOW GOOD ARE WE?

HOW GOOD ARE WE IN COMPARISON TO OTHERS?

HOW GOOD DO WE NEED TO BE?

WHAT DO WE NEED TO DO TO CHANGE/IMPROVE/DEVELOP?

WHERE AND WHEN CAN WE MOST EFFECTIVELY START
23
WHY TO MAKE SELFASSESSMENT?

You will objectively evaluate the organization and identify possibilities for
improvement.

You will enable to transfer knowledge and experiences within the organization.

You will improve internal awareness of TQM (Total Quality Management).

You will create a basis for comparison of own results to other organizations.

Moreover, you will have an opportunity to participate in national or
international prizes of excellence.
24
®
GOA-WorkBench
THE TOOL FOR SELF-ASSESSMENT
THE TOOL GOA-WorkBench ®

It is a web-based (or alternatively PC software) tool for
self-assessment.

It is based on CAF a EFQM models.

It is regularly updated.

It is customizable according to requirements of each
particular organization.

It is EFQM licensed and compatible with ISO standards.
26
THE TOOL GOA-WorkBench ®

It is designed to:

help staff to identify key drivers to educational/business performance,

gain staff opinion through self assessment of the organization’s current
position,

assist management in development and monitoring of key actions for
improvement,

identify gaps in workforce planning to improve training to meet
environmental needs,

strategically develop the organization’s approach to quality,

enable management to fine tune business strategy to identify
and close any gaps,

provide 360° feedback.
27
GOA-WorkBench ® BENEFITS

The suite of products within GOA-WorkBench® is able to output reports
showing management where the organization measures against:

ISO 10015 – Quality Management for Training,

ISO 9000 Series – Quality Management System,

EQARF (European Quality Assurance Reference Framework), CQARF
(Common Quality Assurance Framework).

Another benefit is that this tool enables organization to carry out selfassessment based on EFQM Excellence Model .

The web-based version of the GOA-WorkBench® has a very userfriendly environment that enable organization to use the software in
GOA- WorkBench® without having to train staff to use the model.
28
SELF-ASSESSMENT: EASY
ASSESSMENT

Self-assessment „Easy Assessment“ is based on EFQM Model and
the 9 criteria.

Pre-defined catalogue of questions.

A complete self-assessment is possible within less than a day.

With „Easy Assessment“ as the single solution a self-assessment can be
carried out in a Workshop with many participants.

With the Team version (Easy Assessment Team), electronic distribution
to pass questions to many participants is possible.
29
SELF-ASSESSMENT: EASY
ASSESSMENT
Advantages:

User friendly ratings with pre-defined questions

Questions can be individually altered

Explanations to every question provided

Electronic tracking of improvement actions is possible

Low implementation costs

No consensus workshop is necessary: There is an average valuation when
improvement suggestions are gathered.

The results can generate a report in MS Word or HTML-Format.

Can be implemented for the beginner or expert.

Generates a basis from assessment data for the ISO-Handbook.
Disadvantages:

No evaluation following the RADAR-Logic
30
ASSESSMENT CONFIGURATION


Edits of questions

Edits of existing questions,

Replacement of existing questions by new questions,

Addition of new questions,

Context edits.
Assigning Assessors


3 levels of roles:

Team Leader

Owner of criteria

Assessors
Defining Groups of Assessors
31
ASSESSMENT CONFIGURATION
32
RUNNING ASSESSMENT


Assessment by % scale (0 – 100%):

of current situation

urgency for improvements
Qualitative assessment (detailed verbal
assessment):

of current situation -> EVIDENCES (= strengths!!!)

Urgency for improvements -> AREAS OF IMPROVEMENT
Qualitative assessment plays the key role in self-assessment – it is
more important to write down the evidences than choose the
percentage point on the scale!
33
RUNNING ASSESSMENT
34
RESULTS CONSOLIDATION


Consolidated assessment of current situation by Assessment
team

team discussion – assessment by % scale

you can see average percentual assessment identified by assessors
Suggestions

Assessment team discusses areas of improvement and provides own
suggestions for improvements
35
RESULTS CONSOLIDATION
36
PLANNING OF IMPROVEMENTS

Suggestions for improvements might duplicate or focus
on the similar topics – therefore it is possible to aggregate them
and define one common area for improvements.

It is possible to create PROJECTS, that can be based on one
or a group of SUGGESTIONS:

You can assign responsibilities (responsible persons),

You can estimate a rate of benefits and costs of the project
implementation,

You can define a time framework for particular projects,

You can describe impacts of particular project on the strategy,
targets or results of organization.
37
CREATING REPORTS

Individual self-assessment report (each assessor can create
his/her own report)

Consolidated team report (reports of all assessors consolidated
together)

Strengths report

Areas of Improvement report

Self-assessment report (both Strengths and Areas of Improvement
in one table)
38
MONITORING OF ASSESSMENT
STATUS

You can look through at the current status of answered
questions by particular assessors and graphical view.
39
PILOT TESTING
GOA-WorkBench ®
THANK YOU
RADOVAN KAČÍN, LENKA BOHÁČKOVÁ