Self Assessment Program – Introduction
An integral part of the learning organization’s evaluation and control program, the self assessment program provides in-depth evaluations of particular organizational functions or characteristics for the purpose of identifying improvement opportunities. Self assessments are powerful tools deriving their heightened value from the synthesis of information from multiple sources; creating a rich, integrated picture of organizational performance as compared to established standards and marketplace benchmarks. This integrated picture of performance also benefits from the progressive infusion of knowledge and experience applied to the initial interpretation of data used to develop the assessment’s source information.
Self assessment programs are comprised of periodically scheduled and event driven assessments. Because self assessments are not performed on a continual basis, they are inappropriate for the monitoring of rapidly changing conditions. Circumstances for which periodic and event driven self assessments are performed can be described as:
- Periodic: often recurring on an annual basis, these evaluations focus on those critical organizational functions and characteristics which present significant risk, must be performed with precision, or require continuous improvement to maintain marketplace competitiveness
- Event Driven: initiated based on environmental or performance trends, these self assessments are used to enhance limiting or deficient practices to drive performance improvement
As illustrated by the Information Development Model, self assessments belong to the third tier of performance data refinement. Performance reports at this level benefit from human intelligence added to supporting data during: initial data synthesis, basic trend identification and analysis, multi-trend synthesis, and basic model application. It is the infusion of human knowledge and experience at these points that makes self assessments broadly integrated and highly insightful.
Focus of the Self Assessment Program Topic
An organization’s self assessment program plays a key role in identifying the performance improvement opportunities that will propel an organization to the next level of performance. Articles in this topic area are dedicated to discussing the leading practices of companies successfully executing a self assessment program in support of strategic business planning and tactical business execution. The following articles, podcasts, documents, and resources cover those topics critical to a strong self assessment program.
Articles
- Criticisms Appear Harsher When Put Into Print by StrategyDriven Contributors
- Best Practice – Executive Sponsorship by StrategyDriven Contributors
- Best Practice – Multidiscipline Teams by StrategyDriven Contributors
- Best Practice – Avoid Using Absolutes by StrategyDriven Contributors
- Best Practice – Random, Unannounced Inspections by StrategyDriven Contributors
- Best Practice – Seek Local Participation for Context by StrategyDriven Contributors
- Best Practice – Three Whys Deep by StrategyDriven Contributors
- Best Practice – Be Prepared from the Start by StrategyDriven Contributors
- Warning Flag – Inwardly Focused Performance Assessments by StrategyDriven Contributors
- Warning Flag – Crediting Good Intentions by StrategyDriven Contributors
- Warning Flag – Conclusion Bias by StrategyDriven Contributors
Sign up for our Email NewsletterSelf Assessment Program – Criticisms Appear Harsher When Put into Print
Fact or fiction, anything formally documented assumes an air of legitimacy. Combine this implied legitimacy with the stark black and white of the printed words and any identified improvement opportunity can appear overly harsh and critical, especially to those responsible for the performance. Apparent aggressiveness within a self assessment can result in resistance to the evaluation findings; often by those who stand to benefit the most and who must own the corrective actions.
Avoiding defensiveness while still conveying improvement opportunities and their importance is the challenge faced by all assessment leaders. While total resistance avoidance is not realistically achievable, following these few principles will help make assessment findings more palatable and accepted:
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Self Assessment Program Best Practice 1 – Executive Sponsorship
There tends to exist a perception that companies are generally open to the identification and resolution of problems; that resources will be applied to solve issues if the gains expected can be shown to outweigh the costs. Reality is frequently different. Priority setting driven by limited resources and at times less visible agendas often precludes an organization from addressing small tactical issues and large global initiatives.
Self Assessment Program Best Practice 2 – Multidiscipline Teams
Complex business processes often involve many of the functional business units within an organization. Regardless of the process specifics, it is unlikely a single individual will possess the broad range of knowledge and experience needed to fully understand the influences and impacts each functional contributor has on the process’s overall outcomes. Therefore, when evaluating cross-functional programs, processes, and procedures it is critical that a multidiscipline assessment team be employed.
Multidiscipline teams help ensure the full range of needed knowledge and experience resources are brought to bear when evaluating a complex program, process, or procedure. Having enough knowledge and experience resources occurs when the team includes individuals that together possess the background necessary to recognize significant beneficial and adverse performance drivers. By extension, this implies that not all functional disciplines need be represented during every self assessment. Additionally, as an assessment progresses, circumstances may arise requiring engagement of personnel possessing knowledge and experience not originally identified as needed for the evaluation.
Self Assessment Program Best Practice 3 – Avoid Using Absolutes
Evaluators performing self assessments often find themselves awash in data suggesting their company’s performance significant lags that of competitors and top industry performers. Evidence suggesting the need to improve may be so plentiful that the self assessors come to believe immediate reforms must be made if to only ensure the continued viability of their organization.
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