Research
The Strategic Assessment Model
Innovation and Learning Perspective
The Innovation and Learning Perspective addresses key practices directed toward creating a high performance workplace and a learning organization. In a learning organization people at all levels, individually and collectively, are continually increasing their knowledge and capacity to produce the best practices and possible results. The perspective considers how the organizational culture, work environment, employee support climate, and systems enable and encourage employees to contribute effectively. Work environment and systems include work and job design, compensation, employee performance management, and recognition programs. Training is analyzed in how well it meets ongoing needs of employees and develops their leadership and knowledge sharing skills to improve efficiency and accommodate change. There is an emphasis on measuring results relating to employee well being, satisfaction, development, motivation, work system performance, and effectiveness. (Combines Baldrige categories 5.1, 5.2, 5.3, and 7.3.)
| Level | Qualifying Criteria |
|
5 |
A sound, systematic innovation and learning data collection, evaluation, and refinement program has been fully established that accomplishes overall innovation and learning perspective objectives.
Program collects innovation and learning performance indicators for all work environment and systems. Specific services within broader work environment and systems are being evaluated for individual service centers (lock shop, sign shop, zones, plumbing, etc.) and making improvements. A strong fact-based improvement process is fully in place for improving processes for all work environment and systems. Emphasis is placed on refinement of previous improvements to make them even better. Cycles of improvement demonstrate a mature program of continuous improvements and refinements in work environment and systems and have been sustained over several years. Current innovation and learning performance is excellent for most work environment and systems. No adverse trends are noted. Most trends and/or service levels are evaluated against relevant comparisons or benchmarks from other similar institutions. Some are benchmarked with outside industries. Results show areas of leadership with excellent relative service levels. |
| 4 | A sound, systematic innovation and learning data collection, evaluation, and refinement program has been established that documents results in satisfying innovation and learning perspective objectives.
A fact-based improvement process is in place for improving processes for all work environment and systems. Cycles of improvement demonstrate a mature program of incremental improvements and refinements in making previous improvements even better. Performance trends show cycles of cost or service improvement in many to most work environment and systems. Most improvement trends and/or performance levels are sustained over cycles of data collection. Current innovation and learning performance is good to excellent for most work environment and systems. No adverse trends are noted. Most trends and/or service levels are evaluated against relevant comparisons or benchmarks from similar institutions. Results show areas of leadership with very good relative service levels. |
| 3 | A sound, systematic innovation and learning data collection and evaluation program has been established to examine innovation and learning perspective objectives. Program collects and trends innovation and learning performance indicators for almost all service activities.
A fact-based improvement process is in place for improving most work environment and systems. Emphasis is placed more on improvement than on reacting to problems. Improvements can be measured and substantiated. Performance trends show improvement in many to most work environment and systems. No adverse trends are noted. Some trends and/or service levels are evaluated against relevant comparisons or benchmarks from similar institutions. Results show areas of strength with good to very good relative service levels. |
| 2 | Beginnings of a systematic innovation and learning data collection program. May be tracking some innovation and learning indicators. Major gaps exist. Some primary innovation and learning indicators are not included.
Early stages of a transition from reacting to problems to a general improvement orientation with noted results. Innovation and learning trends show some improvements and/or good performance is noted for some work environment and systems. |
| 1 | No systematic innovation and learning data collection program evident. Only anecdotal information is available on how well innovation and learning perspective objectives are satisfied. |
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