BENCHMARKING

Change Management Toolkit

WELCOME & INTRODUCTIONS

International Summit for Students Consultants in Org Development

Dawnet Beverley & Carol Watson, co-facilitators

GUEST PANEL

Lacey Rhoades & Natalie Swann

US guest experts in benchmarking

Madame Le Ritz, hospitality industry leader

Ritz-Carlton & Four Seasons Resorts

Jacques le Fou, host & owner

Hotel des Congres, Lyon

WHAT IS BENCHMARKING?

Industry Best Practice Processes

Industry Best Practice Performance Metrics

Purposeful Continuous Strategic Improvement

WHY BENCHMARK?

Student input: Kinds of applications of benchmarking? Kinds of results from benchmarking?

WHY BENCHMARK?

Typical Applications

Typical Results
Streamlined Business Process

Cost Cutting

Increase Quality Performance Time Reduce Waste

BUT HOW DO I KNOW WHAT TO BENCHMARK?

Presenting problem or issue Internal benchmarking Expert 1 External benchmarking Expert 2

TYPES OF BENCHMARKING:

Process benchmarking

Operational benchmarking

TYPES OF BENCHMARKING:

Product/Service benchmarking

Performance benchmarking

WHAT IF I WANT TO COMPARE TO OTHER BUSINESSES LIKE MINE?

Ask a leader in the hospitality industry

HOSPITALITY INDUSTRY LEADER

Best-in-class benchmarking

BREAK OUT #1

In trios and thinking about the Hotel Des Congres:

1. What are some of the processes, services or products

that could be measured and compared using benchmarks?

2.What kinds of benchmarking could be useful here, and why?

POST-BREAK OUT DISCUSSION

A few student ideas and recommendations

for Hotel Des Congres.

FIVE STEPS TO BENCHMARKING

Planning

Implementation Identify Target Organization

Analysis
Model retrieved from Gary Ratcliff, PhD, Benchmarking to Identify Best Practices: http://vcsa.ucsd.edu/assessment/workshops/Assessment-BenchmarkingBestPractices.pdf

Data Collection

STEP 1: PLANNING

Limit the study to what is vital to the performance of the organization. Consider highly-regarded practices or services that can be made even better. Look into practices or services that are considered broken. Labor-intensive, time-consuming processes with suspected waste Services or processes that generate dissatisfaction Processes that affect other key processes in other departments Processes with poorly defined objectives or frequent errors requiring corrections.
Model retrieved from Gary Ratcliff, PhD, Benchmarking to Identify Best Practices: http://vcsa.ucsd.edu/assessment/workshops/Assessment-BenchmarkingBestPractices.pdf

STEP 2. IDENTIFYING TARGETS

Target organizations can be: Internal to the organization that performs similar processes or offers similar services. With similar processes or services at other organizations. Outside of industry with similar functions, products, or services. External sources Independent and objective research based performance management consulting firms that compile data for purchase
Gallup JD Power
Model retrieved from Gary Ratcliff, PhD, Benchmarking to Identify Best Practices: http://vcsa.ucsd.edu/assessment/workshops/Assessment-BenchmarkingBestPractices.pdf

STEP 3. DATA COLLECTION

The objective of data collection is to: examine processes or services, resources devoted to processes or services, and measure performance.

Model retrieved from Gary Ratcliff, PhD, Benchmarking to Identify Best Practices: http://vcsa.ucsd.edu/assessment/workshops/Assessment-BenchmarkingBestPractices.pdf

STEP 4. ANALYSIS

Analysis may focus on: Differences in quality and efficiency levels Factors that contribute to the differences in quality and efficiency including: Organizational structure Leadership and mission Organizational stability and staff experience Policies Work flows and internal processes Use of technology such as the web, email, phone

Staffing levels

Model retrieved from Gary Ratcliff, PhD, Benchmarking to Identify Best Practices: http://vcsa.ucsd.edu/assessment/workshops/Assessment-BenchmarkingBestPractices.pdf

STEP 5. IMPLEMENTATION

Analysis phase culminates in a documented action plan and recommendations Identify strengths and weaknesses relative to benchmark peers Recommendation may include changing: Processes Job responsibilities Staff involved Use of technology and development of software tools

Model retrieved from Gary Ratcliff, PhD, Benchmarking to Identify Best Practices: http://vcsa.ucsd.edu/assessment/workshops/Assessment-BenchmarkingBestPractices.pdf

FIVE STEPS TO BENCHMARKING

Planning

Implementation Identify Target Organization

Analysis
Model retrieved from Gary Ratcliff, PhD, Benchmarking to Identify Best Practices: http://vcsa.ucsd.edu/assessment/workshops/Assessment-BenchmarkingBestPractices.pdf

Data Collection

CHALLENGES OF BENCHMARKING

Knowing what to measure Differing definitions

Quality of data available Limits creativity/innovation

BENEFITS OF BENCHMARKING

Identify best practices

Define improvement

Comparison and learning

Excellence in Key Success Factors

Q&A

What Questions do you have about Benchmarking as an OD tool?

BENCHMARKING COMPARE IN ORDER TO IMPROVE

MERCI BEAUCOUP!