One Size Fits All -- Really?
As we approach the holiday season, I’m frantically trying to come up with gift ideas for family and friends. It’s really important to me that the gift suits the person, that it reflects who they are and how I feel about them, and that it “fits.” So, I’m really leery of anything described as “one size fits all.” How is that even possible?
What if I told you there is an evidence-based model that helps leaders improve organizations of any size, from any sector, in any geographic location, or even spread across locations? I know that some of you are just as skeptical about that claim as I am about the one in my opening remarks. But I also know that some of you have seen through this analogy and know that I’m referring to the Baldrige Excellence Framework. Want proof? Look at the four Baldrige Award recipients announced earlier this month.
Don Chalmers Ford is just the second car dealership to win the Baldrige Award. It’s located just outside of Albuquerque, New Mexico. With only 182 employees, it falls into the small business category of the award. In addition to high levels of customer satisfaction and loyalty, the organization boasts high levels of employee engagement as evidenced by its retention rate of sales consultant at 71.4 percent in 2015, compared with the national average of only 26 percent in non-luxury brand dealerships.
Momentum Group, headquartered in Irvine, California, has 150 employees across the nation at its corporate office, design centers, warehouses, sales offices, and remote employee offices. It produces exclusive, design-focused fabrics architectural and design firms and commercial furniture manufacturers. It was the first contract textile distributor in the industry to offer a full textile product line of reduced environmental impact fabrics. Its loyal employees are demonstrated with an average tenure of more than 10 years. The company’s commitment to employee development and career progression is the reason why 73 percent of the current managers being promoted from within.
Kindred Nursing and Rehabilitation Center – Mountain Valley was featured in our newsletter earlier this month. Although it was recognized in the health care category, it could easily have qualified in the small business category with only 92 employees. This 68-bed skilled nursing center is rural Kellogg, Idaho, is the first long-term care organization to earn the Baldrige Award (and our 19th client to achieve this distinction). With their impressive, sustained results, it’s easy to see why: 5-star CMS rating for seven consecutive years, 100 percent overall satisfaction from residents and family members since 2013, and a deficiency-free survey in 2016 from the Idaho Department of Health. A highly engaged workforce delivers those results. Kindred – Mountain Valley maintains an employee retention rate of 90 percent, more than 20 percent above the national average for the skilled nursing industry. Nursing staff turnover, a significant challenge in this industry, is 22 percent at Kindred – Mountain Valley versus the 50 percent or greater seen nationally for nursing homes.
Memorial Hermann Sugar Land Hospital, the second healthcare recipient in 2016, serves Fort Bend County, with a population of nearly 700,000 just southwest of Houston. It is the largest not-for-profit health system in the region, with 149 beds and 641 employees. It ranks among the top ten percent of hospitals nationally for multiple measures, including emergency center arrival-to-discharge time, bed turnaround times, and radiology and lab result in turnaround times. With a focus on patient safety, it has achieved the best possible performance of zero “never events” since 2010. The leaders at Memorial Hermann Sugar Land also focus on workforce engagement. Retention rates for FY 2016 are at 90 percent for employees, 100 percent employed physicians, and 90 percent for volunteers – rates all comparable to or exceeding national benchmarks.