Quality Forum Krakow

1. Quality ForumKrakow 20-22 February 2004

2. Runshaw College’s quality journey – the search for ‘best practice’ business approaches • Context: Privatisation and Public Sector reform • Transformation from supplier-led to customer focus • Incorporation (semi-privatisation): market forces, winners and losers, league tables, public inspections, freedom to manage …or to go bust! • Principles and concepts apply to all organisations

3. Runshaw’s Achievements • Beacon College: Best Inspection Report • Doubled in size 1993-2003 • Success rates 20% above benchmark • Student satisfaction and staff morale • Grade A and £10m building spend • UK and European Quality Award and Leadership Special Prize

4. Challenges in early 1990’s • Finance depended on results, i.e. • - recruitment • - retention • - exam success • Earnings based on quality of service and products

5. Evaluating our search for ‘best practice’ 1990-3 • Books, consultants, BS5750 (ISO 9000) • Energy, goodwill, time, money • Impact on key performance indicators • - recruitment, retention, exams • - funding?

6. Critical Success Factors Stakeholders Mission Statements Empowerment Briefing Communications Systems Teams Performance Management IIP Death by 1000 Management Initiatives Statistical Process Control TQM Customer Surveys Process Re-engineering Recognition Strategies Benchmarking Focus Groups Environmental Management Suggestion Scheme

7. What’s next? • Leyland Trucks experience: +£10m and staff morale • Consultant’s role • Where had we been going wrong? • We made the classic mistake!

8. The 7 S’s • 3 HARD S’s • logical • technical • observable • tools • techniques • methodologies • 4 “Soft” S’s • creative • intuitive • cultural STRATEGY SYSTEMS STRUCTURE STAFF STYLE SHARED VALUES SKILLS

9. The key lessons • Culture management is the key component of strategic management • Systems, strategies and structures are not enough • Shared values, management style, staff culture and skills were missing from all our initiatives • Culture management is the key component of strategic management • Find out what culture you have • Define the culture you want – attitudes, values, motivation, beliefs and behaviour • Manage your culture ….or others will!

10. CULTURE CHANGE How to change and sustain the CULTURE? What CULTURE do you want? What is your CULTURE? STRATEGY = Culture Management

11. Find out what people think • External facilitator – honest and open • ‘Perception gap’ – misconceptions about • - level of ill-feeling and dissatisfaction • - and what is important to staff • This is ‘normal’ in organisations

12. ‘Legitimate’ criticisms about SMT • Do not generate commitment • Do not generate a sense of belonging • Lack of confidence in the management, e.g. decision-making, direction, vision • SMT do not care • SMT misdirect resources • SMT is not a team • Middle managers are not managers

13. Progress from unrecognised incompetence to RECOGNISED INCOMPETENCE

14. Four Types of Staff Culture • Club culture • Role culture • Task culture • Professional

15. Criticism revealing the classic defects of a ‘professional’ culture! • ‘Management is a necessary evil’, i.e. blame, criticism, hostility, cynicism and resistance to change • ‘Value for money is to be resented’ • ‘Accountability is an affront to professionalism’, i.e. mediocre or poor performance • ‘Systems are unnecessary bureaucracy’, i.e. non-compliance • ‘Students and management are an irritation’

16. So …the two challenges are • To win commitment • To address the ‘wrong’ attitudes

17. Staff Culture What we had High Morale • Blame, criticism, hostility, cynicism • Non-compliance • Absence • Mediocre performance • Resistance to change • Managers keeping their heads down • Management a ‘necessary evil’ • Professionalism = autonomy • Quality = ‘paperwork’ • Climate of trust and mutual respect • Confidence in leaders • Positive, collaborative, friendly • High capability through training • Commitment • A sense of belonging, excitement and pride: the ‘right spirit’ • Accountability for results • ‘Service’ is worthwhile- it changes lives • The ‘great’ teacher: tough and tender

18. Student Culture Staff Culture Leadership S E U L A V V A L U E S

19. HR ‘STRATEGY’ – THE OPTIONS NOTHING ‘Personnel’ NOT Human Resources Management • Culture-change • Role model • Management Style • Communicate • Consult/involve/ empower • Macho • Blame • Criticism • Aggression • Sleaze • No values • Autocratic • Bullying

20. Ten Strategies • Values • Define leadership – management style: tough and tender • One united management team • Establish communications • Enable consultation • Give recognition • Enable staff development • Support teamwork • Design and use space intelligently • Use systems and structures to implement all the above

21. VALUES ‘The Runshaw Way: Values Drive Behaviours’

22. Student Culture What we had ‘The New Beginning’ • Fulfil maximum potential – targets • High standards/ expectations • Mediocrity not tolerated • Accountability • Rigour, discipline, systems & structure • Grade 1 Student Support • Going the extra mile – support • ‘Fun’ – enrichment • Relationships: respect • ‘Shock’ and ‘Delight’ • Smoking in entrance • Sitting on floors • Litter, graffiti • Casual absence • Deadlines missed • Mediocre standards • Excuses • Not taking responsibility T O UGH TENDER

23. Aligned processes • Selection - career development • Induction - pay • Training - communication • Appraisal - Recognition, etc. Positive Team player Initiative Optimistic High standards Structured Seeks feedback to improve Caring Friendly Enthusiastic Sensitive Respects others Energetic Creative A Runshaw Person Not a ‘clone’ shared values

24. Management Style • Encouraging, praising, recognising, positive feedback, sensitive • Coach • Trainer • Communicator • Facilitator and organiser - to identify and solve problems • Provides frameworks and guidance as to their use • Establishes trust and respect

25. Management Style (cont’d) “Tough and tender” All the above emphasises the supportive, caring side of leadership. It is equally important for leaders to set and maintain standards by • challenging inaccurate or unfair perceptions • challenging negative, destructive behaviour in others that flouts our values and undermines our spirit • managing poor performance, non-compliance and absence

26. One United Management Team • Collective responsibility • Disciplined communications • Team cohesiveness • Behaviour at meetings • Self-regulation of behaviour

27. We needed a MANAGEMENT SYSTEM OR MODEL

28. The fundamental concepts of excellence Customer Focus People development & improvement Public responsibility Results orientation Management by process and facts Continuous learning, innovation & improvement Partnership Development Leadership & constancy of purpose

29. The EFQM Excellence Model Enablers Results Leadership People Processes People Results Key Performance Results Policy & Strategy Customer Results Partnerships & Resources Society Results Innovation and learning

30. Behaviours Leadership Processes

31. Processes T&L Assessment Curriculum design Student Support Core Strategic Planning QA Marketing Financial Management Information Management Technology Management Partnership Management Equality & Diversity Management HR Facilities Management Support

32. Key lessons for ALL ORGANISATIONS • A quality journey needs a map and a guide (the right guide) • Start with culture • Focus on the bottom line • Win hearts and minds by using the fundamental concepts • Focus on the core processes that will deliver your goals • Invest in the Quality Journey – it will repay itself many times over