Quality Forum Krakow

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Quality ForumKrakow
20-22 February 2004
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Runshaw Colleges 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

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Runshaws 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

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Challenges in early 1990s

• Finance depended on results, i.e.
• - recruitment
• - retention
• - exam success
• Earnings based on quality of service and products

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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?

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

• Leyland Trucks experience 10m and staff
  morale
• Consultants role
• Where had we been going wrong?
• We made the classic mistake!

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The 7 Ss

• 3 HARD Ss
• logical
• technical
• observable
• tools
• techniques
• methodologies
• 4 Soft Ss
• creative
• intuitive
• cultural

STRATEGY
SYSTEMS
STRUCTURE
STAFF
STYLE
SHARED VALUES
SKILLS
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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!

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

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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

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Progress from unrecognised incompetence to RECOGNI
SED INCOMPETENCE
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Four Types of Staff Culture

1. Club culture
2. Role culture
3. Task culture
4. Professional

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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

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So the two challenges are

1. To win commitment
2. To address the wrong attitudes

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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

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

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Ten Strategies

1. Values
2. Define leadership management style tough and
   tender
3. One united management team
4. Establish communications
5. Enable consultation
6. Give recognition
7. Enable staff development
8. Support teamwork
9. Design and use space intelligently
10. Use systems and structures to implement all the
    above

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VALUES
The Runshaw Way Values Drive Behaviours
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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
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• 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
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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

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Management Style (contd)
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

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One United Management Team

• Collective responsibility
• Disciplined communications
• Team cohesiveness
• Behaviour at meetings
• Self-regulation of behaviour

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We needed a MANAGEMENT SYSTEM OR MODEL
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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
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The EFQM Excellence Model
Enablers
Results
Leadership
Processes
Key Performance Results
People
People Results
Policy Strategy
Customer Results
Partnerships Resources
Society Results
Innovation and learning
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Behaviours
Leadership
Processes
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Processes
TL 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
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Key lessons for ALL ORGANISATIONS

1. A quality journey needs a map and a guide (the
   right guide)
2. Start with culture
3. Focus on the bottom line
4. Win hearts and minds by using the fundamental
   concepts
5. Focus on the core processes that will deliver
   your goals
6. Invest in the Quality Journey it will repay
   itself many times over