波多里奇奖主题5－6中英文版！(编辑修改稿)

波多里奇奖主题5－6中英文版！(编辑修改稿)内容摘要：

to prepare for site visits, and to screen out lowerperforming applicants – thus avoiding many expensive and perhaps pointless site visits. If you aim is to plan for improvement, the application report can often be greatly simplified or even eliminated, thus saving considerable time and effort. An application report is not necessary if the assessment team is made up mostly of internal people, or if the organization is in the early stages of its improvement journey. 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飞咨询翻译 21 Assessment Process Steps Mini Facilitated or Joint External SelfAssessment Workshop Planning Workshop Leadership Briefing Workshop Team Preparation, Data Gathering, Assessment Report Report Presentation Planning Workshop Planning Workshop Report Presentation External Validation, Assessment Report Team Preparation, Data Gathering, Assessment Report Leadership Briefing Workshop 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飞咨询翻译 22 Comparison Between Types of Assessment Type Assessor Capability Independence of Evaluation Extent of Data Gathering Extent of Intermediate Documentation Use of Criteria (Depth) Mini Internal people with minimal training Selfevaluation only, with facilitator guiding the process but not contributing to the content Little or nonperhaps some prework prior to workshop A bulletpoint evaluation report produced in real time Minimal depth: highlevel criteria headings only Facilitated Internal people with basic training and some external support Evaluation by internal team with external guidance on the process and the evaluation logic Planned interview process conducted by assessment team A formal feedback report, developed in two steps: drafted during internal team training, then finalized after data gathering is plete Flexible depth: the full criteria are used, ―drilling down‖ more in those areas where there is more substance Joint Internal team members with basic training, plus one or more experiences external assessors Evaluation by plete team, capturing internal and external perspectives External Experienced external assessors with some internal support External assessment team separate from internal datagathering team Twopass process: first pass by internal team to create ―application report‖, second pass by external team A detailed formal ―application report‖ created by the internal team A formal feedback report created by the external assessment team Full depth: the full criteria are used, including all elements 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飞咨询翻译 23 The Pros and Cons of Different Approaches Type Pros Cons Mini • quick and inexpensive • simple, accessible • provides good experiential learning • can be a starter for more • limited depth • limited use of data • limited involvement • no external perspective • risk of superficiality, lack of impact Facilitated • more depth • more use of data • less risk • modest cost • more effort required • limited objectivity, external perspective • limited parisons or insight into best practices used elsewhere Joint • greater objectivity and credibility of the report • external parisons and insights into best practices used elsewhere • greatest learning experience for insiders • flexibility regarding depth • more effort required • additional time / cost for external assessor(s) External • greater objectivity, perspective • external parisons and insights into best practices used elsewhere • learning experience for insiders, mainly in creating application report • most indepth • reliable, parable scores • credibility of an external report • greater internal effort required • more steps, more documentation • more elapsed time required • cost of external assessors • potential loss of ownership and buyin 2020/6/21 Prepared by Strategy, Risk and Rating (SRR) 科飞咨询翻译 24 Tailoring the Approach to your Situation Situation Possible Approaches The organization is very small. • Consider including a sample of people from all levels of the organization in a workshopstyle miniassessmentor even include all employees. The initial goal is education and awarenessraising only, or the leadership team wants to keep its options open about how to proceed. • Conduct a miniassessment without scheduling the planning session. When this is plete, the leaders can decide: (a) to do nothing more (b) to create improvement plans based only on the miniassessment findings, or 169。 to proceed with a more indepth assessment. Winning the support of the leadership team presents a challenge. • Take the time to build support up front, before starting the formal process. • Explain that the demands on the leaders’ personal time should not be excessive with any of the mon approaches. • Lean toward a more streamlined and less indepth assessment, but don’t render the process ineffective through efforts to pensate for a lack of leadership motivation. • Use external resources at key points, to facilitate and to build the credibility of the process. There is a climate of fear or mistrust. • Use only external assessors for data gathering. • Use the leadership briefing not only to put across the key messages that should put the leaders more at ease, but also to gauge whether the process can acplish anything for this group. • Consider carefully whether the current climate is likely to derail the assessment or to transform it into a negative exercise. If this seems likely, consider calling off any assessment for the moment. • Initiate a different, more。