caf input for structural improvement neo at the belgian national employment office 17 november 2003...
TRANSCRIPT
CAF
Input for Structural Improvement
at the Belgian NNational EEmployment OOffice
17 November 2003 Karel Baeck, General Director - NEO
daily management( management control panels )
core activities
support activities
cost calculation
daily management( management control panels )
core activities
support activities
cost calculation
priorities strategic optionspriorities strategic options
MISSION - VISIONMISSION - VISION
improvement projectsimprovement projects
CENTRALPROJECTS
CENTRALPROJECTS
LOCALPROJECTS
LOCALPROJECTS
follow-up
change management team
REPORTING TO THE MANAGING DIRECTOR& THE DECISION MAKING AUTHORITY
REPORTING TO THE MANAGING DIRECTOR& THE DECISION MAKING AUTHORITY
swot analysis & scanning of the environment & risk analysis
daily management( management control panels )
core activities
support activities
cost calculation
daily management( management control panels )
core activities
support activities
cost calculation
priorities strategic optionspriorities strategic options
MISSION - VISIONMISSION - VISION
Improvement projectsImprovement projects
CENTRALPROJECTS
CENTRALPROJECTS
LOCALPROJECTS
LOCALPROJECTS
Follow up
Changemanagement team
REPORTING TO THE MANAGING DIRECTOR& THE DECISION MAKING AUTHORITY
REPORTING TO THE MANAGING DIRECTOR& THE DECISION MAKING AUTHORITY
swot analysis & scanning of the environment & risk analysis
evaluation
management of performance
measuring
adjusting
single loop
Daily management of the executing activities
based on
- the results of the control panels
- the scanning of the environment
- the analysis of the operational risks
- the swot analysis
daily management( management control panels )
core activities
support activities
cost calculation
daily management( management control panels )
core activities
support activities
cost calculation
priorities strategic optionspriorities strategic options
MISSION - VISIONMISSION - VISION
improvement projectsimprovement projects
CENTRALPROJECTS
CENTRALPROJECTS
LOCALPROJECTS
LOCALPROJECTS
follow-up
change management team
REPORTING TO THE MANAGING DIRECTOR& THE DECISION MAKING AUTHORITY
REPORTING TO THE MANAGING DIRECTOR& THE DECISION MAKING AUTHORITY
swot analysis & scanning of the environment & risk analysis
Daily management( management control panels )
Core activities
Support activities
Cost calculation
Daily management( management control panels )
Core activities
Support activities
Cost calculation
priorities strategic optionspriorities strategic options
MISSION - VISIONMISSION - VISION
improvement projectsimprovement projects
CENTRALPROJECTS
CENTRALPROJECTS
LOCALPROJECTS
LOCALPROJECTS
follow-up
change management team
REPORTING TO THE MANAGING DIRECTOR& THE DECISION MAKING AUTHORITY
REPORTING TO THE MANAGING DIRECTOR& THE DECISION MAKING AUTHORITY
swot analysis & scanning of the environment & risk analysis
central projects &local projects
structural improvement
double loopdouble loop
coaching CMT
coaching CMT
Structural improvement based on .. / …
evaluation
management of performance
single single looploop
measuring
adjusting
.. / …
- the evaluation of the “single loop”
- the defined strategy : strategic seminars (*)
based on
- the scanning of the environment
- the swot analysis
- the analysis of the strategic risks
- political decisions and assigned budgets
- the results of the central and the local projects
- employees’ input
(*) kick-off in spring (year-1), finalisation in autumn (year-1)
Follow-up of the results control panelscontrol panels
datawarehousingdatawarehousing
management information systemmanagement information system
management cockpitmanagement cockpit
= management of the performance
The management of the performance …
from follow-up of results
to performance …
and what about
the performance of the management … ?
Lisbon, May 2000 :
one of our discoveries … the CAF
Applied immediately in June, July 2000 …
to evaluate our approach
to “integrated management”
00.5
11.5
22.5
33.5
44.5
5
1 2 3 4 5 6 7 8 9
NEO 14 institutions in 5 countries
Our scores in 2000 compared to 14 institutions
1. Leadership
2. Policy and strategy
3. Human resources management
4. External partnerships
5. Proces and change management and management of the customer/citizen orientation
6. Customer/citizen oriented results
7. Staff results
8. Impact on society
9. Key performance results
ACTIONS TAKENe.g. for criterium 7
New projects within the strategic plan :
CAF 7 project : survey on staff satisfaction
the development of the intranet
HRM&D project : competence profiles and function descriptions
survey on possibilities for incentives
...
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
1 2 3 4 5 6 7 8 9
2003 2000
Our scores in 2003
1. Leadership
2. Policy and strategy
3. Human resources management
4. External partnerships and resources
5. Proces and change management
6. Customer/citizen results
7. People results
8. Impact on society
9. Key performance results
2 x CAF ... : Lessons learned ?
Our initial target was
to detect weaknesses of our management approach
What did we find ?
Weaknesses + strengths of our management
CAF : a tool for improvement (integrated within strategic planning)
Discussion about risks : step towards risk analysis
Raising awareness of total management on director level :
up to TQM
central projects &local projects
structural improvement
double loopdouble loop
coaching CMT
coaching CMT
evaluation of management => CAF
- performance of management -meta loopmeta loop
evaluation
management of performance
singlesingle
looploop
measuring
adjusting
Structural improvement based on
- the evaluation of the “single loop”
- the defined strategy (strategic seminars),
based on
- the scanning of the environment
- the swot analysis
- the analysis of the strategic risks
- political decisions and assigned budgets
- the results of the central and the local projects
- employees’ input+ CAF ( most recent exercise + evolution )
+ CAF 7 – (frequently organised) survey on staff satisfaction
www.onem.bewww.onem.be