1. © Sheffield Hallam University Http://excellence.shu.ac.uk

2. © Sheffield Hallam University Http://excellence.shu.ac.uk Fundamental Concepts Results Orientation Customer Focus Leadership & Constancy of Purpose Management by Processes and Facts People Development & Involvement Continuous Learning, Improvement & Innovation Partnership DevelopmentPublic Responsibility

3. © Sheffield Hallam University Http://excellence.shu.ac.uk Achieve better results through involvement of all the people in continuous improvement of their processes. People Processes Results The Simple Model

4. © Sheffield Hallam University Http://excellence.shu.ac.uk EFQM Excellence Model Processes Customer Results Society Results Policy & Strategy People Leadership Key Performance Results People Results Partnerships & Resources Enablers Results Innovation and Learning Copyright EFQM 1999

5. © Sheffield Hallam University Http://excellence.shu.ac.uk The Excellence Model How we manage our processes and products and services Customer Results Society Results How we plan through processes How we manage our people How we manage and lead Key Performance Results People Results How we manage partnerships & resources Enablers Results Innovation and Learning Copyright EFQM 1999

6. © Sheffield Hallam University Http://excellence.shu.ac.uk EFQM Excellence Model Processes Policy & Strategy People Leadership Partnerships & Resources Enablers Quality systems Process development eg enrolment, enquires, student information, financial information Learning and teaching: validation, delivery, assessment Research and business development Course development Customer relationship management

7. © Sheffield Hallam University Http://excellence.shu.ac.uk EFQM Process Linkages

8. © Sheffield Hallam University Http://excellence.shu.ac.uk Process Model Development From Hierarchy.................. to........................ Process Working

9. © Sheffield Hallam University Http://excellence.shu.ac.uk Differences between… Management of Process Management by Process focus on individual process focus on holistic and integrated processes Process

10. © Sheffield Hallam University Http://excellence.shu.ac.uk Structure, roles and responsibilities (Nortel) Responsibility Executive Management Process Owner (Sponsor) Process Manager Process Expert Process Practitioner EFQM Excellence Model Vision/Mission Process Overviews Process Maps Procedures (ISO Documents) Core Process Model Objectives/Goals Document no. Issue no. Document no. Issue no. Document no. Issue no. Document no. Issue no.

11. © Sheffield Hallam University Http://excellence.shu.ac.uk A point would be mapped onto the satisfactory band for a product or service that meets most customer requirements and is produced by a process that is fairly effective. Qualitative Measurement

12. © Sheffield Hallam University Http://excellence.shu.ac.uk Identifying the key processes in the University

13. © Sheffield Hallam University Http://excellence.shu.ac.uk Key linkages Mission Targets CSFs Key processes Sub-processes Activities/tasks Results

14. © Sheffield Hallam University Http://excellence.shu.ac.uk SHU Process Model (Version 1) Performance Management & Review HR Management & Development Business Planning Facilities & Estates ICT Student Recruitment Student/Customer Services Learning, Teaching & Assessment Research & Business Development Infrastructure processes Management and Governance Processes PEOPLE KNOWLEDGE RESOURCES POLICY STAKEHOLDER EXPECTATIONS Learning Support Strategic Direction Setting PEOPLE KNOWLEDGE STAKEHOLDER EXPERIENCE ACADEMIC OUTCOMES RESEARCH SOLUTIONS

15. © Sheffield Hallam University Http://excellence.shu.ac.uk SHU Process Model (Version 2) Performance Management & Review HR Management & Development Business Planning Facilities & Estates ICT Recruit Student “Graduate” Student Research & Business Development Infrastructure processes Management and Governance Processes PEOPLE KNOWLEDGE RESOURCES POLICY STAKEHOLDER EXPECTATIONS Learning Support Strategic Direction Setting PEOPLE KNOWLEDGE STAKEHOLDER EXPERIENCE ACADEMIC OUTCOMES RESEARCH SOLUTIONS Provide Induction “Engage” Student

16. © Sheffield Hallam University Http://excellence.shu.ac.uk SHU Process Model (Version 3) Manage Strategic Alliances Review & Assess Performance Create, Acquire and Transform Knowledge Manage and develop staff Infrastructure processes Management and Governance Processes PEOPLE KNOWLEDGE RESOURCES POLICY STAKEHOLDER EXPECTATIONS Set Strategy & Plan Business PEOPLE KNOWLEDGE STAKEHOLDER EXPERIENCE ACADEMIC OUTCOMES RESEARCH SOLUTIONS Manage consultancy, innovation, commercial activity and spin outs Acquire and Educate Students Manage and develop information Comms Resources Manage Marketing Manage Financial Resources Manage Physical Resources & Customer Services

17. © Sheffield Hallam University Http://excellence.shu.ac.uk Acquire and Educate Students 1.Recruit Students (taken to be all recruitment processes that involve engagement with an individual, ie. from enquiry onwards) 2.Induct Students 3.Teach & Deliver Academic Programmes 4.Support Learning 5.Assess & Graduate Students

18. © Sheffield Hallam University Http://excellence.shu.ac.uk SHU Process Activity Organisational Development: Task Team and Programme Board: strategic development, project management Process Review: enrolment, timetabling, enquiry management, student finance Facilities Directorate: Smart Management Human Resources: process review prior to system update Academic Registry: process identification, restructuring, cross-School working Finance Directorate: process identification Quality Systems Management and Enhancement Sport and Leisure Management, Centre for Sport and Exercise Science, Materials Research: process identification and Review

19. © Sheffield Hallam University Http://excellence.shu.ac.uk Process Deployment(SHU) SHU

20. © Sheffield Hallam University Http://excellence.shu.ac.uk Process Deployment(SHU) Schools SHU

21. © Sheffield Hallam University Http://excellence.shu.ac.uk SHU AcademicsAdmin Process Deployment(SHU) Schools Partnership

22. © Sheffield Hallam University Http://excellence.shu.ac.uk Uneven Relationship Negotiated Relationshi p Cooperative Relationship Hierarchical Status Power Functionalism Win/lose Us/them Competitive Exclusive Command/control Independence Low morale Poor behaviour towards others NIH, NIMBY Customer dissatisfied Holistic Holonic Empowered Cross-process working Win/win Partnership Co-operation Inclusive Involving Supportive Interdependence High morale Respect for all Good practice sharing Customer delighted The Relationship Journey

23. © Sheffield Hallam University Http://excellence.shu.ac.uk Coercive (Win/Lose) Complacent Initial Adversarial (Defensive) Positional (Old Policies) Joint Interests (Involvement) Joint Continuous Improvement (Win/win) Uneven Relationship Negotiated Relationship Cooperative Relationship Hierarchical Thinking Process Thinking Crisis of Trust Crisis of Purpose Crisis of Inter- dependence Copyright John Carlisle Partnerships The Relationship Journey

24. © Sheffield Hallam University Http://excellence.shu.ac.uk Leadership & Partnership Principles Shared culture Shared Effort Shared vision & goals Shared Learning Shared Information KPIs/ Measures Values Knowledge/ Communication Leadership style Source: Institute of Management Processes

25. © Sheffield Hallam University Http://excellence.shu.ac.uk EFQM Excellence Model Process Impact Processes Customer Results Society Results Policy & Strategy People Leadership Key Performance Results People Results Partnerships & Resources Enablers Results Innovation and Learning The EFQM Excellence Model is a Registered Trademark

26. © Sheffield Hallam University Http://excellence.shu.ac.uk 4 Quadrant Thinking (after Ken Wilber) Self Knowledge personal values leadership style attitudes beliefs commitment Peak Performance personal capabilities competencies decisions performance motivation Meaning-making shared values shared vision ethics/integrity myths/legends shared history morale and energy Strategy and Design business strategy/design organisational design processes policies & procedures performance measures managing information