Hot Topic
"We are finding that being matrix Accredited is a useful strategic leverage."
JHP Training
Click here to see what other organisations have to say about the matrix Standard
Getting the message across
It’s that time of year again when Registered matrix Practitioners attend their annual Conference. I am not sure what the collective noun is for such a group However, the purpose is to ensure that we are kept up to date, acting consistently and exchanging good practice.
It is interesting how our matrix Standard meetings and conferences have changed over the years. We now operate in a climate where the constructive input of all levels is welcomed, we identify and try to resolve our mutual problems, we learn from each other and we establish real networks.
And so it should be that we practice what we preach. The Standard flourishes when there is good internal and external communication. Without effective interaction our capability to set out on the matrix Journey to deliver the elements withers.
As an Adviser for initial Assessments or Accreditation Reviews, I need to be satisfied that an organisation is not reliant on Mr, Mrs or Ms matrix Standard to achieve the Quality Mark and that the approach and responsibilities are shared. It is important for me to create awareness and understanding of what is involved and to ensure that there is support and commitment from the most senior levels and managers.
But often the best people to drive forward the preparations are those who are closely involved in front-line service delivery – they will prove invaluable in reviewing the service, bringing forward good examples of what works and gaps that need to be tackled. They emerge as the internal Champions using team meetings and other events to communicate what is important. Although the matrix Standard is not paper-based, it is great when people show me the minutes of team meetings to highlight how they have undertaken their matrix Journey and the measurable changes that have resulted. For those who do not commit this to paper, I am always eager to hear their accounts of what has happened, often noting the enthusiasm displayed.
Many organisations have meetings for the sake of meetings – I recall speaking to a lovely person who described such occasions, “They really are good; we have cappuccino … and something that is really special and you will not find elsewhere, we have a Jaffa cake.” She was unable to describe any outputs or outcomes from her gatherings. While I am sure her experiences were pleasurable, it is important to replace her thinking with a true focus, achieving real results.
In some cases I encourage staff to review the matrix Standard in bite-sized chunks. Perhaps Fred or Freda can explore element 1 in conjunction with his/her colleagues – how well are we measuring up to this – are there strengths or areas for development? Have we slipped since we were last Assessed? In what ways can we demonstrate that we have moved forward? What do we need to do and who needs to do it? Simultaneously Harpreet or Ahmed can do the same for element 2, and so on.
For others, I might suggest that the elements are tackled thematically over time. For example, we will use March/April to work through elements 1 – 4, asking the same questions as above.
This becomes worthwhile when paradigms are challenged. A member of staff explained to me, “I drew the short straw for element 3, part of the organisation that I’m not normally involved in. It got me thinking, asking other staff a lot of questions but probably of most use I asked the customers. What they wanted and what and how we provided it was not the same. We had a huge room of documents because we had always done it that way - it was like painting the Forth Bridge to keep them up to date. The review meant we changed our philosophy – we have cut the cost and time involved, now staff can concentrate on other more important tasks and the customers are happy to research items on the computer or be assisted. It was very rewarding to be able to influence change and to be supported by everyone.”
So, the bottom line is, get the best from your staff and make sure that communication is purposeful. That way, not only will you prepare well for Assessment/Accreditation Review but your empowered workforce could come up with some answers on how to achieve more for less.