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A scoring system used to evaluate and score applications for the European
Quality Award.
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The five parts of the RADAR score are
The overall scoring system for the Business Excellence model involves assigning scores out of 100 for each criterion and sub-criterion. These scores are then weighted according to the perceived importance of each criterion to give a final rating out of 1000. These weightings were devised in 1991 and have stood the test of practical application.
The Business Excellence Model is concerned with continuous improvement and so there is a requirement to measure the start and finish state for each cycle of improvement. "Results" is a shorthand description for this process of measuring.
At the beginning of adopting the Business Excellence Model it may seem strange to start with "Results" but this only reflects the need to assess where you are before setting a course to get to where you want to be.
The evaluation of results applies to the four results criteria - People Results, Customer Results, Society Results, Key Performance Results - and takes account of FIVE aspects of performance- Trends, Targets, Comparisons, Causes, Scope - within each sub-criterion of each one.
Thus - for example - sub criterion 7a Perception Measures which is about the people's (employees) perception of the organisation and may include motivational and job satisfaction measures. The evidence gathered for this sub-criterion needs to be scored against -
Trends - how are perceptions changing over time and are they improving?
Targets - are they appropriate and are they being met?
Comparisons - does the organisation check its performance against that of other organisations?
Causes - are the results caused by the approach or are they 'accidental'?
Scope - are the results valid for all areas of the organisation?
This area of the RADAR measurement system is concerned with whether the way things are done (within a given sub-criterion) are the result of planned and coherent management or are merely chance outcomes.
Generally, assessment exercises will be looking to find a clear link from top level MISSION and VALUES statements through strategic direction to tactics and processes that support and deliver outcomes that meet the objectives enshrined in the MISSION and VALUES of the organisation.
The key words are SOUND and INTEGRATED.
Following from consideration of the Approach is measurement of Deployment. This just means asking the two questions. Is the Approach implemented (do the managers and people DO what they say they DO) ? Is the implementation systematic (does it cover all relevant areas of the organisation) ?
It is no use having good strategies, tactics and processes if no-one is following them.
In scoring against the Business Excellence model, Assessment and Review are grouped together because they are seen as parts of a single process.
The separation between them is that it is POSSIBLE to assess the effectiveness of both Approach and Deployment without learning from that assessment and making improvements. Few organisations (and certainly none that was committed to Business Excellence) would assess either Approach or Deployment as being faulty and then do nothing to change and improve.
An important aspect of Assessment is that measurement of effectiveness must be regular.
Review follows Assessment to learn lessons from the assessment programme and to initiate improvements based on this.
This is the motor for initiating change and thus improving Results. It is concerned with learning activities, communication of Best Practice and also prioritising actions to implement change.
to show it is circular. Results lead through Approach, Deployment, Assessment
and Review to a new set of Results, which are themselves the start point
for another iteration