- Choose one or two relevant criteria.
It might be best at first to limit aspirations to looking at just one or two areas of the business. Say Leadership and Processes if it is felt that some benefits could be gained in these areas.
- Use a limited number of criteria statements to pose key questions - say 1 or 2 for each criteria.
Although there are up to FIVE published sub criterion parts underpinning the enabler criteria, it again might be practical to just focus on one or two areas, and then use any of the underlying Guidance Points to help in the exercise.
- Set up workshop session with key personnel.
Arrange a workshop style session with a good mix of personnel. This will depend upon the size of the business, and the ability to release staff for this exercise, but if committed to the Excellence Model then it will be important to make this happen. Those involved might be a mix of management and staff, or perhaps initially just one or the other.
- Brainstorm against key questions/statements.
A brainstorming style session will need good facilitator to ensure that its full potential is met and optimum use is made of people's, and hence the organisation's, time.
- Use results to generate a report highlighting areas of strengths and areas for improvement (AFIs).
The outcomes can be presented in the form of a report to the attendees and management, which will then need to be analysed and any follow up activities assigned and prioritised. The intention is as much to look for "strengths" as for "areas for improvement" (AFIs), as strengths, once identified, can sometimes be applied more widely across an organisation in the form of a best practice.
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