I  C
 W F ()
O   W F C
The fth category in the 2013/2014 Baldrige criteria is dened as follows:
The workforce Focus category asks how your organization assesses workforce capability
and capacity needs and builds a workforce environment conducive to high performance.
The category also asks how your organization engages, manages, and develops your
workforce to utilize its full potential in alignment with your organizations overall
mission, strategy, and action plans. (p. 18)
This category is divided into two Examination Items:
5.1 Workforce Environment (45 points)
5.2 Workforce Engagement (40 points)
This category examines how you select, develop, and motivate the employees and other
members of your workforce in order to achieve high performance. As with other Baldrige
categories that ask about your approaches, there is not a single preferred approach.
Rather, the examiners are expecting that your human resource (HR) processes match
your culture, size and type of organization. What is important is that your systems for
managing people are logical, efcient, and based on an analysis of real needs, rather
than tradition. It is important that you demonstrate how your HR processes have
been designed to drive the right behavior from your people, and encourage them to
consistently achieve high levels of performance.
Innovation may help improve your score, if you demonstrate novel approaches to job
design, feedback, or training, but is certainly not necessary. An organization with very
traditional HR processes may end up with a high score, if it can show the logic behind
the approach, and that the HR processes have been evaluated and improved many times
over the last few years. Evidence of teams, empowerment, and other trappings of TQM
programs of the past is certainly no longer a requirement, but may still be a plus if the
organization nds these approaches effective.
The pages that follow include detailed explanations of how to interpret the individual Areas
to Address and questions in this category. As before, the information on the overall item is
found in a shadowed box and the explanation of the Areas to Address appears in another
box below that. In some cases, there is a separate explanation of individual subpoints [e.g.,
5.2a(1)] when this is the best way of presenting the material. Following each explanation of
the Areas to Address and subpoints, there is a list of indicators of what the examiners might
expect to see when evaluating your response to this Area to Address. As in the previous
chapter, these indicators are not requirements, or a checklist, but simply suggestions of the
type of performance an examiner might see in a company that received a high score.
Describe how you manage workforce capability and capacity to accomplish your
organization’s work. Describe how you maintain a supportive and secure work
(1) capability and capacity how do you assess your workforce capability and
capacity needs, including the skills, competencies, certications, and
stafng levels you need?
“Workforce” refers to the people actively involved in accomplishing your organization’s
work. It includes permanent, temporary, and part-time personnel, as well as any contract
employees you supervise. It includes team leaders, supervisors, and managers at all
levels. People supervised by a contractor should be addressed in categories 2 and
6 as part of your larger work system strategy and your internal work processes. For
organizations that also rely on volunteers, “workforce” includes these volunteers.
5.1a. “Workforce capability” refers to your organization’s ability to carry
out its work processes through its people’s knowledge, skills, abilities,
and competencies. Capability may include the ability to build and sustain
relationships with customers; innovate and transition to new technologies;
develop new products, services, and work processes; and meet changing
business, market, and regulatory demands. “Workforce capacity” refers to
your organization’s ability to ensure sufcient stafng levels to carry out its
work processes and successfully deliver products to customers, including
the ability to meet seasonal or varying demand levels.
5.1a. Your assessment of workforce capability and capacity needs should
consider not only current needs but also future requirements based on the
strategic objectives and action plans you identify in category 2.

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