In today’s competitive environments, companies are demanding tools that can help them to assess their weaknesses and make plans that improve their performance. Self-assessment has emerged as a potentially influential tool for this purpose.
There are many ways of carrying out the actual self assessment in an organization. Many approaches share common key process, such as individual assessment, consensus, etc. However, each approach differed substantially in how the data is collect to produce the position that provide the information to be assessed.
There are many approaches for data collection: questionnaire and surveys, matrix approach, the workshop approach, the pro-forma approach
Self-assessment has become an important management technique to continuously improve the overall business performance of an organization (Zink and Schmidt, 1998). I believe that self-assessment should never be enslaved to the excellence models rules which are lacking in self-assessment, therefore flexibility and customization are important. Self-assessment reports should focus on weaknesses and relevant causes, since the aim is to plan remedies (Conti, 1997). Nowadays, award assessment basically concentrates on company strengths and scoring, while diagnosis concentrates on searching for the causes of problems. However, a good initiative for organizations seeking assessment is that they can try to link the self-assessment with the total quality management (TQM) tools. Nowadays companies need to find ways to survive in the increasingly competitive market and TQM as a strategic Management tool can be used for improving the competitiveness, effectiveness and flexibility of the whole organization.
I am a firm believer that an organization that does not have clear objectives, values, long term development, it is impossible for them to do a self-assessment.
companies should try to implement in their organizations, techniques such as sig sigma, lean management,
For a company to do self-assessment it is important that they focus on organizational learning. Peter Senge’s vision of a learning organization as a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential. The process of organizational learning is a fundamental factor in today’s competitive environment.
Van der Wiele et al. (1996) point out that organizations are using self assessment to identify strengths and weaknesses, and to facilitate internal and external learning in terms of the transfer of best practice and ideas. I believe that if the companies work in the organizational learning they could transmit the best practices and ideas and the self-assessment process could be more effective.
Before carrying out self-assessment development it is important that organizations have established the following criteria, so that quality, improvements and assessment can be classified. This criterion is based on three key questions: Why? (the aim of the assessment), How? (how the assessment is going to be carried out, what are its characteristics and context) and What? (which part of the organization is involved in the assessment.). After having this criterion clear, the companies can proceed to look for their self-assessment model, which should be the one that most fits with their organization.
According to Tito Conti the most important Diagnostic improvement- oriented self-assessment to be used is the right to left approach: first results are examined and performance gaps identified; then causes are sought after. First in processes, then in systematic factors.
In my opinion organizations should base their self-assessment from the operational level to the organizational level. I think that the best way to carry out this process is in the way proposed by Tito Conti in his contingency model. The companies must first review the goals and the results, if there is a problem here, they should move on to the processes and identify any problems there, they should move on to the systematic factors.