評分系統

對準則條目應答的評分和對申獎?wù)叩姆答伝趦蓚€(gè)維度：（1）過(guò)程；（2）結果。申獎?wù)邞撎峁┡c這兩類(lèi)維度相關(guān)的信息。以下將說(shuō)明這些維度的一些具體因素。

一、過(guò)程

“過(guò)程”指組織針對類(lèi)目1至類(lèi)目6中的條目要求所應用和改進(jìn)的各種方法。用于評價(jià)過(guò)程的四個(gè)因素為方法、展開(kāi)、學(xué)習和整合（Approach、Deployment、Learning、Integration, A-D-L-I）。

“方法”指：

·實(shí)施過(guò)程所應用的方法；

·方法相對條目要求的適宜性；

·方法應用的有效性；

· 方法可重復及基于可靠數據和信息的程度（即系統性）。

“展開(kāi)”指以下方面所達到的程度：

·方法應用于應對與組織相關(guān)的且對組織重要的條目要求；

· 方法得到一貫性的應用；

·方法為組織所有適當的工作單位所應用。

“學(xué)習”指：

·通過(guò)評價(jià)和改進(jìn)的循環(huán)來(lái)改善方法；

·鼓勵通過(guò)創(chuàng )新對方法進(jìn)行突破性的變革；

·與組織的其他相關(guān)工作單位和過(guò)程共享改善和創(chuàng )新。

“整合”指以下方面所達到的程度：

·方法與準則其他條目要求所確定的組織的需要相協(xié)調；

·指標、信息和改進(jìn)系統在過(guò)程及工作單位之間是相互補足的；

· 計劃、過(guò)程、結構、分析、學(xué)習和行動(dòng)在過(guò)程與工作單位之間相融合以支持整個(gè)組織的目標。

二、結果

“結果”是指組織在實(shí)現類(lèi)目7條目7.1～7.6的要求方面的產(chǎn)出和成果。用于評價(jià)結果的四個(gè)因素為水平、趨勢、對比和整合（Levels、Trends、Comparisons、Integration, Le-T-C-I）。

“水平”指

·組織當前的績(jì)效水平；

“趨勢”指

·組織績(jì)效改進(jìn)或良好績(jì)效持續的速度（趨勢數據的斜率）；

·績(jì)效結果的廣度（展開(kāi)的廣泛程度）；

“對比”指

·相對于適當的比較對象如競爭對手或同類(lèi)組織的績(jì)效；

·相對于標桿或行業(yè)領(lǐng)先者的績(jì)效；

“整合”指以下方面所達到的程度：

·組織的結果指標（常常進(jìn)行了細分）與“組織簡(jiǎn)介”和過(guò)程類(lèi)條目中所確定的重要的顧客、產(chǎn)品和服務(wù)、市場(chǎng)、過(guò)程、行動(dòng)計劃的績(jì)效要求之間的聯(lián)系；

·組織的結果包括未來(lái)績(jì)效的有效指標；

·組織的結果在工作過(guò)程和工作單位間取得協(xié)調，以支持整個(gè)組織的目標。

三、條目分類(lèi)與評分尺度

依據申獎?wù)呔蜕鲜鰞深?lèi)評價(jià)維度所提供的信息和數據，條目分類(lèi)如下：

1.       過(guò)程

2.       結果

在過(guò)程類(lèi)條目（類(lèi)目1～6）中，方法—展開(kāi)—學(xué)習—整合聯(lián)系在一起，以強調對于方法的說(shuō)明應總是指出其與條目的具體要求相一致的展開(kāi)。隨著(zhù)過(guò)程的成熟，對其的說(shuō)明就應指出其學(xué)習（包括創(chuàng )新）循環(huán)，以及與其他過(guò)程和工作單位的整合。雖然方法—展開(kāi)—學(xué)習—整合因素相互聯(lián)系，但給予申獎?wù)叩姆答仌?huì )反映每一個(gè)或全部這些因素的優(yōu)勢和/或改進(jìn)機會(huì )。

結果類(lèi)條目要求就關(guān)鍵的組織績(jì)效測量指標，以及關(guān)鍵的組織要求的整合情況，給出績(jì)效水平、趨勢和對比方面的數據。結果類(lèi)條目還要求提供關(guān)于績(jì)效改進(jìn)的廣度的數據，這與展開(kāi)和組織的學(xué)習直接關(guān)聯(lián)，如果改進(jìn)過(guò)程得到了廣泛的共享和展開(kāi)，就應有相應的結果。因此，某個(gè)結果條目的得分是一個(gè)綜合體，它基于總的績(jì)效，同時(shí)考慮到了四個(gè)結果的因素（LeTCI）。

四、“重要性”在評分中的影響

上述的兩個(gè)評價(jià)維度對于評價(jià)和反饋是非常重要的。但是，在評價(jià)和反饋時(shí)有一個(gè)重要的考慮因素，這就是組織所報告的過(guò)程和結果對于組織的關(guān)鍵的業(yè)務(wù)因素的重要性。最重要的領(lǐng)域應當在“組織簡(jiǎn)介”和如條目2.1、2.2、3.1、5.1、5.2和6.1中加以明確。關(guān)鍵的顧客要求、競爭環(huán)境、員工需求、關(guān)鍵的戰略目標和行動(dòng)計劃，這些都是特別重要的。

五、對組織回答的打分

在對條目回答打分時(shí)，應當參照以下的指南：

·在條目回答中應包括所有的“著(zhù)重方面”。此外，在回答中還應反映出哪些對于組織是很重要的。

·在對某個(gè)條目打分時(shí)，首先決定哪一分數范圍（如50%—65%）最符合該條目的回答中所反映出的組織的達成水平。這里的“最符合組織的達成水平”，允許在某個(gè)或某幾個(gè)ADLI（過(guò)程）因素上或LeTC（結果）因素上與所選的分數范圍有一些差異。一個(gè)組織的達成水平是基于對于四個(gè)過(guò)程因素（ADLI）或四個(gè)結果因素（LeTCI）綜合地從總體上的一個(gè)觀(guān)察，而非對四個(gè)因素中的每一個(gè)的獨立評價(jià)的計點(diǎn)或平均。決定實(shí)際分數是否采用所選的分數范圍時(shí)，還要評價(jià)該條目的回答是否更接近于上一檔或下一檔分數范圍。

·一個(gè)過(guò)程條目得分為50%，表示其方法滿(mǎn)足該條目的總體要求，一致性地展開(kāi)到了大多數工作單位，并經(jīng)過(guò)了一些改進(jìn)和學(xué)習的循環(huán)，也針對了關(guān)鍵的組織需要。更高的分數反映了更大的達成度，表現為更廣泛的展開(kāi)，更顯著(zhù)的組織學(xué)習，更進(jìn)一步的整合。

·一個(gè)結果條目得分為50%，表示清楚地顯現出了良好的績(jì)效水平，有益的趨勢，以及在該條目所覆蓋的結果領(lǐng)域和對于組織經(jīng)營(yíng)或使命重要的方面，具有適當的比較數據。更高的分數反映了更好的改進(jìn)趨勢和績(jì)效水平，更好的比較績(jì)效，對于組織經(jīng)營(yíng)或使命的要求的更廣泛的覆蓋和整合。

六、卓越績(jì)效則評分指南

過(guò)程項評分指南（用于類(lèi)目1～6）

評分指南

 

注： A — Approach 方法              D — Deployment 展開(kāi)

     L — Learning   學(xué)習             I — Integration   整合

評分指南

注： Le — Levels 水平                 C — Comparisons 對比

                    T — Trends   趨勢                 I — Integration   整合

 

關(guān)鍵術(shù)語(yǔ)

 

 “關(guān)鍵術(shù)語(yǔ)表”定義并解釋了卓越績(jì)效準則中所使用的一些重要的績(jì)效管理術(shù)語(yǔ)。

行動(dòng)計劃（action plans）

行動(dòng)計劃指對應于長(cháng)、短期戰略目標的具體行動(dòng)方案。行動(dòng)計劃包括了詳細的資源安排和時(shí)間要求。行動(dòng)計劃的制定是戰略策劃活動(dòng)中的一個(gè)重要階段，此時(shí)戰略目標已經(jīng)十分明確，從而能夠得到整個(gè)組織范圍內的有效理解和展開(kāi)。在本準則中，行動(dòng)計劃的展開(kāi)包括為各個(gè)部門(mén)建立起協(xié)調一致的測量指標。這項工作可能會(huì )要求對有關(guān)人員加以專(zhuān)門(mén)的培訓或是招募專(zhuān)門(mén)的人員。

例如，對于一個(gè)處于高度競爭的行業(yè)中的供應商而言，其戰略目標可以是建立和保持價(jià)格優(yōu)勢，其行動(dòng)計劃則可能是在整個(gè)組織中協(xié)調一致地設計有效的過(guò)程并建立能夠核算每項活動(dòng)成本的會(huì )計制度。行動(dòng)計劃的展開(kāi)或許就是培訓各部門(mén)或團隊基于成本效益原則來(lái)設定優(yōu)先事項。在整個(gè)組織層次上的分析和評審就會(huì )強調生產(chǎn)率、成本和質(zhì)量。

同時(shí)可參見(jiàn)“戰略目標”的定義。

校準（alignment）

校準指計劃、過(guò)程、信息、資源配置、行動(dòng)、結果和分析在支持關(guān)鍵的組織目標上的一致性。要達到有效的校準就必須對使命和目標達成共識，還必須應用多方面指標和信息在組織、關(guān)鍵過(guò)程和部門(mén)這三個(gè)層次上進(jìn)行計劃、追蹤、分析和改進(jìn)。

同時(shí)可參見(jiàn)“整合”的定義。

分析（analysis）

分析指為提供有效的決策基礎而對事實(shí)和數據的檢證。分析常常要涉及確定因果關(guān)系。對組織的全面分析可以引導工作系統和工作過(guò)程管理，實(shí)現關(guān)鍵的組織績(jì)效結果，促進(jìn)戰略目標的實(shí)現。

單個(gè)的事實(shí)和數據雖然也很重要，但通常并不能作為行動(dòng)和確定優(yōu)先事項的基礎。有效的行動(dòng)依賴(lài)于對從事實(shí)和數據的分析中所得到的關(guān)系的理解。

軼聞（anecdotal）

軼聞指缺乏具體的方法、指標、展開(kāi)機制和評價(jià)、改進(jìn)、學(xué)習因素的過(guò)程信息。軼聞列舉的常常是事例和個(gè)人的活動(dòng)而非系統性的過(guò)程。

對于“高層領(lǐng)導如何展開(kāi)績(jì)效目標”這一提問(wèn)而言，軼聞性的回答會(huì )描述某個(gè)高層領(lǐng)導者某一次對于公司各部門(mén)的視察。與此相比，一個(gè)系統性的過(guò)程則會(huì )描述所有高層領(lǐng)導定期向全體員工傳達績(jì)效期望時(shí)所使用的溝通方法、用于評價(jià)該方法有效性的指標以及評價(jià)和改進(jìn)溝通方法所用的工具和技術(shù)。

同時(shí)可參見(jiàn)“系統的”定義。

方法（approach）

方法指組織應對卓越績(jì)效準則要求時(shí)所用的方式或措施，及方法相對條款要求的適宜性和應用的有效性。進(jìn)一步的說(shuō)明可參見(jiàn)評分系統的內容。

基本要求（basic requirements）

基本要求指當回應條目的最核心概念時(shí)，準則使用者所要針對的要點(diǎn)?；疽缶褪窃摋l目最基本的主題。在準則中，每個(gè)條目的基本要求就是該條目的標題。

標桿（benchmarks）

標桿指對于行業(yè)內部或外部的類(lèi)似活動(dòng)，代表著(zhù)最佳做法和績(jì)效的過(guò)程和結果。進(jìn)行標桿分析（benchmarking）是把握當前的世界級績(jì)效并實(shí)現突破性改進(jìn)的有效途徑。

標桿是比較性數據的一種形式。常用的比較性數據有由第三方收集的行業(yè)數據（常常是行業(yè)的平均數據）、有關(guān)競爭者績(jì)效的數據、與本地區同類(lèi)組織的比較數據等。

協(xié)作者（collaborators）

協(xié)作者指那些與你的組織一起為了一個(gè)特殊的活動(dòng)、事項或為了一個(gè)短期的目標而進(jìn)行的間斷式合作或有類(lèi)似行為的組織或個(gè)人。協(xié)作者關(guān)系通常不包括正式的協(xié)議或安排。

核心競爭力（core Competencies）

 核心競爭力指組織最顯著(zhù)專(zhuān)長(cháng)的領(lǐng)域。核心競爭力是那些使組織在所處的市場(chǎng)或服務(wù)環(huán)境中保持優(yōu)勢的具有戰略重要性的能力，其通常是那些競爭者或供應商和合作伙伴不易模仿、能給組織提供一個(gè)可持續競爭優(yōu)勢的能力。核心競爭力可包括專(zhuān)有技術(shù)、特有服務(wù)、獨占市場(chǎng)，或特殊的商務(wù)能力（如業(yè)務(wù)并購）。

顧客（customer）

顧客指組織的產(chǎn)品、項目或服務(wù)的實(shí)際的和潛在的客戶(hù)。顧客既包括產(chǎn)品、項目和服務(wù)的終端用戶(hù)，也包括那些直接的購買(mǎi)者或使用者，如批發(fā)商、代理商或再加工商。準則所指顧客為廣義的，包括組織及其競爭對手的當前和未來(lái)的顧客。

顧客驅動(dòng)的卓越是卓越績(jì)效準則一項核心價(jià)值觀(guān)，體現于高績(jì)效組織的信念和行為中。以顧客為中心影響并整合著(zhù)組織的戰略方向、工作系統、工作過(guò)程和經(jīng)營(yíng)結果。

關(guān)于顧客與可能為你的產(chǎn)品、項目和服務(wù)所影響的其他各方之間的關(guān)系，請參見(jiàn)“利益相關(guān)者”。

周期時(shí)間（cycle time）

    周期時(shí)間是指履行承諾或完成任務(wù)所需要的時(shí)間。鑒于時(shí)間績(jì)效對于提升競爭力和總體績(jì)效的極端重要性，時(shí)間的測量在本準則中有著(zhù)重要分量。周期時(shí)間泛指時(shí)間績(jì)效的所有方面。周期時(shí)間覆蓋時(shí)間績(jì)效的各個(gè)方面，其改進(jìn)涉及行銷(xiāo)時(shí)間，訂單完成時(shí)間、交付時(shí)間、轉換時(shí)間、顧客響應時(shí)間以及其他的關(guān)鍵時(shí)間指標。

展開(kāi)（deployment）

展開(kāi)是指在應對卓越績(jì)效準則中的條目要求時(shí)，某項方法被應用的程度。對展開(kāi)的評價(jià)基于方法在組織的相關(guān)部門(mén)所應用的廣度和深度。進(jìn)一步的說(shuō)明可參見(jiàn)“評分系統”的內容。

多樣性（diversity）

多樣性是指重視員工的個(gè)體之間的差異并從中受益。這些差異涉及許多不同之處，包括種族、宗教、膚色、性別、來(lái)源國、殘疾、性取向、年齡和世代喜好、教育、來(lái)源地、技能特點(diǎn)，以及在想法、思考、學(xué)術(shù)專(zhuān)業(yè)和觀(guān)點(diǎn)方面的差異。

在卓越績(jì)效準則中涉及員工和顧客群體的的多樣性，重視這兩方面的多樣性將有助于促進(jìn)高績(jì)效的實(shí)現，促進(jìn)顧客、員工和社區的滿(mǎn)意，促進(jìn)顧客和員工的忠誠。

有效（effective）

有效是指一個(gè)過(guò)程或措施在多好程度上符合其預期目的。確定有效性時(shí)，要求（一）評價(jià)所采取的方法在多好程度上與組織需求相一致并展開(kāi)；或（二）評價(jià)所用措施導出的結果。

授權（empowerment）

授權指賦予員工做決策和采取行動(dòng)的職權和責任。授權會(huì )使決策靠近“第一線(xiàn)”，與工作相關(guān)的知識和認識正是駐留在這些地方。

授權的目的在于：使員工在與顧客第一次接觸時(shí)就能使之滿(mǎn)意，改進(jìn)過(guò)程和生產(chǎn)率，改進(jìn)組織的經(jīng)營(yíng)結果。被授權的員工需要掌握做出適當決定所必需的信息，從而要求組織以一種及時(shí)和有用的方式提供這些信息。

道德行為（ethical behavior）

道德行為指組織確保其所有的決策、行動(dòng)以及與利益相關(guān)者之間的交互活動(dòng)符合組織的道德和職業(yè)原則。這些原則是組織的文化和價(jià)值觀(guān)據以立足的基礎，規定了什么是對，什么是錯。

高層領(lǐng)導者應當成為體現這些行為原則的模范。這些原則適用于組織中從臨時(shí)性員工到董事會(huì )成員的所有人員，必須定期地加以溝通和強化。盡管在道德行為方面沒(méi)有普遍的模型，高層領(lǐng)導者應確保組織的使命和愿景與其道德原則相一致。道德行為應當為所有的利益相關(guān)者所遵循，包括員工、股東、顧客、合作伙伴、供應商以及組織所在的社區等。

雖說(shuō)有些組織將道德原則視為行為限制邊界，但設計周密且明確表述的道德原則應能使人們以更大的自信做出有效的決策。

目標（值）（goals）

目標（值）指欲達到的未來(lái)狀態(tài)或績(jì)效水平。目標即可以是短期的，也可以是長(cháng)期的。目標是引導行動(dòng)的終點(diǎn)。定量目標表現為一個(gè)數值或數值范圍。它可以是根據比較性數據和/或競爭性數據所做出的預測?！疤魬鹦阅繕耍╯tretch goals）”指的是所期望的重大的、非連續的（非漸進(jìn)的）或突破性的改進(jìn)，這些改進(jìn)通常是在對組織的未來(lái)成功最為關(guān)鍵的那些領(lǐng)域。

目標具有多方面的作用：

1）澄清戰略目標和行動(dòng)計劃以明確如何衡量成功；

2）通過(guò)關(guān)注共同目標來(lái)培育團隊精神；

3）鼓勵不受束縛的思考以實(shí)現挑戰性目標；

4）為衡量和加速進(jìn)展提供依據。

治理（governance）

治理是指在組織的監管（Stewardship）中所實(shí)行的管理和控制系統。它包括組織的所有者/股東、董事會(huì )和高層領(lǐng)導者的責任劃分。公司或組織的章程、議事程序和方針規定了各方的權利和責任劃分，闡述了組織應如何導向和控制，以確保所有者/股東和其它利益相關(guān)方的責任歸屬明確、運營(yíng)活動(dòng)的透明以及對于所有相關(guān)方的公平對待。組織的治理活動(dòng)可包括批準戰略方向、監視和評價(jià)CEO績(jì)效、高管薪酬的確定、繼任安排、財務(wù)審計、風(fēng)險的管理、信息的披露、向股東的報告等。確保有效的治理對于取得利益相關(guān)方及社會(huì )的信任以及組織的有效性有著(zhù)非常重要的意義。

高績(jì)效工作（high-performance work）

高績(jì)效工作是指為了系統地追求更高水平的組織績(jì)效和個(gè)人績(jì)效而應用的工作過(guò)程，這里的績(jì)效包括了質(zhì)量、生產(chǎn)率、創(chuàng )新率、周期時(shí)間等。高績(jì)效的工作會(huì )使對顧客及其他利益相關(guān)者的服務(wù)得到改善。

實(shí)現高績(jì)效工作可采取不同的形式、方法及激勵制度。高績(jì)效工作的焦點(diǎn)在員工的敬業(yè)度。常見(jiàn)的高績(jì)效工作包括管理層與員工，乃至員工談判組織間的合作；業(yè)務(wù)單元，通常為團隊間的合作；自我導向的責任和員工被授權；對計劃活動(dòng)的投入；它還包括個(gè)人的及組織的技能培養及學(xué)習；向其它組織的學(xué)習；靈活的職位設計與工作安排；扁平化的組織結構，其決策是分散的并靠近“第一線(xiàn)”；還包括比較在內的績(jì)效測量的有效應用。許多高績(jì)效的組織都采用了基于諸如組織績(jì)效、團隊和個(gè)人貢獻、技能培養等因素的貨幣的和非貨幣的激勵措施。高績(jì)效的工作通常還尋求組織結構、核心競爭力、工作、職位、員工發(fā)展和激勵等方面的協(xié)調一致。

如何（how）

    如何這一術(shù)語(yǔ)是指組織用來(lái)實(shí)現其使命要求的系統和過(guò)程。在回答過(guò)程類(lèi)目要求中有關(guān)“如何”的提問(wèn)時(shí)，對過(guò)程的描述應包括諸如方法（方式與指標）、展開(kāi)、學(xué)習和整合等因素的信息。

創(chuàng )新（innovation）

創(chuàng )新是為了改進(jìn)產(chǎn)品、計劃、服務(wù)、過(guò)程或組織有效性以及為利益相關(guān)方創(chuàng )造新的價(jià)值而進(jìn)行的有意義的改變。創(chuàng )新包括采用某種創(chuàng )意、過(guò)程和技術(shù)，引入新產(chǎn)品或是開(kāi)發(fā)老產(chǎn)品的新用途。

成功的有組織的創(chuàng )新是一個(gè)包括開(kāi)發(fā)與知識共享、決策、實(shí)施、評價(jià)和學(xué)習在內的多個(gè)步驟的過(guò)程。盡管比較多見(jiàn)的是技術(shù)方面的創(chuàng )新，但創(chuàng )新適用于所有通過(guò)改變能受益的關(guān)鍵的組織過(guò)程，無(wú)論這些改變是通過(guò)突破性的改進(jìn)，還是對方法或結果的改變。它也包括對組織的結構或運營(yíng)模式作出根本性改變以更有效地完成組織的工作。

整合（integration）

整合是指計劃、過(guò)程、信息、資源、行動(dòng)、結果和分析的協(xié)調一致，以支持關(guān)鍵的組織目標?！罢稀钡暮x比“校準”的程度更高，只有當績(jì)效管理系統的各個(gè)構成部分都成為充分互聯(lián)的單元運作時(shí)，才能夠實(shí)現有效的整合。

整合是過(guò)程和結果條目的評價(jià)維度之一。

關(guān)鍵的（key）

關(guān)鍵的是指對于實(shí)現預期結果至關(guān)重要的那些主要或最重要的要素或因素。例如，在卓越績(jì)效準則中有關(guān)鍵挑戰、關(guān)鍵計劃、關(guān)鍵過(guò)程、關(guān)鍵指標，分別指的都是對于組織的成功最為重要的因素。它們對于追求或追蹤預期結果而言，都是最為根本的要素。

知識資產(chǎn)（knowledge assets）

知識資產(chǎn)指組織所積累的智力資源。它是以信息、創(chuàng )意、學(xué)識、見(jiàn)解、記憶、見(jiàn)識、認知力、技術(shù)技能和能力的形式，為組織和員工所擁有的知識。員工、軟件、專(zhuān)利、數據庫、文件、指南、方針和程序以及技術(shù)圖紙等都是組織知識資產(chǎn)的儲備庫。知識資產(chǎn)不只是由某個(gè)組織所掌握，它還存在于顧客、供應商和合作伙伴中。

知識資產(chǎn)是組織可以應用、投資和增長(cháng)的“訣竅（Know how）”。知識資產(chǎn)的構筑和管理是組織為利益相關(guān)者創(chuàng )造價(jià)值并保持其競爭優(yōu)勢的關(guān)鍵要素。

領(lǐng)導系統（leadership system）

領(lǐng)導系統是指在整個(gè)組織中領(lǐng)導職能是如何以正式和非正式的方式實(shí)施的，這是決策制定、溝通和實(shí)施的依據和方式。它包括決策的結構和機制，雙向溝通，領(lǐng)導者和管理者的選拔與培養，對價(jià)值觀(guān)、道德行為、方向和績(jì)效期望的強化。

有效的領(lǐng)導系統尊重員工及其他利益相關(guān)者的能力和要求，對績(jì)效和績(jì)效改進(jìn)設定高的目標。它基于組織的價(jià)值觀(guān)和對共同目標的追求，來(lái)構筑忠誠和團隊合作。它鼓勵和支持主動(dòng)精神以及適當的冒險，使組織機構服從于宗旨和職能，避免決策路徑過(guò)長(cháng)的指揮鏈。有效的領(lǐng)導系統包括了領(lǐng)導者自我檢查、獲取反饋并進(jìn)行改進(jìn)的機制。

學(xué)習（learning）

學(xué)習是指通過(guò)評價(jià)、研究、體驗和創(chuàng )新來(lái)獲得新的知識和技能。在卓越績(jì)效準則中包括了兩類(lèi)不同的學(xué)習，即組織的學(xué)習和個(gè)人的學(xué)習。組織的學(xué)習是通過(guò)研究開(kāi)發(fā)、評價(jià)與改進(jìn)循環(huán)、員工和顧客的創(chuàng )意和意見(jiàn)、最佳做法的分享以及標桿分析而實(shí)現的。個(gè)人的學(xué)習是通過(guò)教育、培訓以及促進(jìn)個(gè)人成長(cháng)的發(fā)展機會(huì )而實(shí)現的。

只有融入到組織的運行中時(shí)，學(xué)習才能夠有效。學(xué)習能夠提升組織和員工的競爭優(yōu)勢和可持續性。

水平（levels）

水平是指將組織的結果和績(jì)效在特定的測量尺度上加以定位的數據信息?？?jì)效水平用于相對于過(guò)去績(jì)效、預測績(jì)效、目標值和適宜的比較對象的評價(jià)。

測量項目和指標（measures and indicators）

測量項目和指標是指對輸入、輸出以及過(guò)程、產(chǎn)品、服務(wù)和整個(gè)組織的績(jì)效加以量化的數據信息。測量項目和指標可以是單純的（一種測量的結果），也可以是復合的。

卓越績(jì)效準則并不刻意區分測量項目和指標。但有些人士主張“指標”更適宜于描述以下的兩種情形，一是對于某種績(jì)效所做的衡量并非該績(jì)效的直接量度時(shí)（如：投訴數目是不滿(mǎn)的一個(gè)指標，但并非不滿(mǎn)的直接量度）；再就是當種衡量是某些更為重要的績(jì)效的預兆時(shí)（例如，顧客滿(mǎn)意程度的提高可能是市場(chǎng)份額擴大的一個(gè)主要指標）。

使命（mission）

使命是指一個(gè)組織的整體功能。使命所回答的是“組織致力于完成的是什么”這一問(wèn)題。在使命中可以界定所服務(wù)的顧客或市場(chǎng)、所具有的獨特能力或所應用的技術(shù)。

詳細要求（multiple requirements）

詳細要求是指在準則的每個(gè)著(zhù)重方面中所要回答的各個(gè)問(wèn)題。這些問(wèn)題構成了條目要求的細節。

總體要求（overall requirements）

總體要求是指準則的使用者在回答條目的核心主題時(shí)應針對的要點(diǎn)，它是條目要求中的最重要的特征。在準則中，每個(gè)條目的總體要求呈現為一個(gè)或多個(gè)用黑體字印刷的引導性句子。

合作伙伴（partners）

合作伙伴是指那些與你的組織一起為了一個(gè)共同的目標或改進(jìn)績(jì)效而工作的關(guān)鍵組織或個(gè)人。合作伙伴關(guān)系就是為了一個(gè)特別的目標或目的（例如，為了實(shí)現戰略目標或為了推出一個(gè)特別的產(chǎn)品和服務(wù)）而形成的正式安排。

正式的合作伙伴關(guān)系通常都持續一段時(shí)間，并對合作伙伴之間各成員和相互的角色和利益有一個(gè)清楚的理解。

績(jì)效（performance）

績(jì)效是指得自過(guò)程、產(chǎn)品和服務(wù)的輸出結果，這些結果可以加以評價(jià)并與有關(guān)的目標、標準、以往的結果及其他的組織相比較?？?jì)效可以用財務(wù)的和非財務(wù)的指標進(jìn)行表述。

卓越績(jì)效準則中包括了四種類(lèi)型的績(jì)效：1）產(chǎn)品與服務(wù)；2）以顧客為中心； 3）財務(wù)和市場(chǎng)；4）運營(yíng)。

產(chǎn)品與服務(wù)績(jì)效指與對顧客很重要的產(chǎn)品和服務(wù)特性指標相關(guān)的績(jì)效，如產(chǎn)品可靠性、準時(shí)交付率、顧客驗收和使用的缺陷水平和服務(wù)響應時(shí)間。對非營(yíng)利組織，可以包括計劃和項目績(jì)效，例如緊急情況下的快速反應、上門(mén)服務(wù)、多語(yǔ)言服務(wù)等。

以顧客為中心的績(jì)效指與顧客的感知、反應和行為方面的指標相關(guān)的績(jì)效，如顧客保留、顧客投訴和顧客調查結果。

財務(wù)和市場(chǎng)績(jì)效指與成本、收入、市場(chǎng)地位，包括資產(chǎn)利用、資產(chǎn)增值和市場(chǎng)份額等方面的指標相關(guān)的績(jì)效。如投資回報率、人均增加值、債務(wù)權益比率、資產(chǎn)回報率、邊際利潤、預算績(jì)效、留存資金、現金周轉時(shí)間，其他的利潤和流動(dòng)性指標以及市場(chǎng)占有率。

運營(yíng)績(jì)效指與效果、效率和責任方面的指標相關(guān)的人力資源、領(lǐng)導、組織和道德方面的績(jì)效，如周期時(shí)間、生產(chǎn)率、浪費減少、員工流失率、員工交叉培訓率、守法、財務(wù)責任、公益活動(dòng)參與。運營(yíng)績(jì)效的測量可以分別針對部門(mén)、關(guān)鍵過(guò)程和整個(gè)組織來(lái)進(jìn)行。

卓越績(jì)效（performance excellence）

卓越績(jì)效是一種整合化的組織績(jì)效管理方法，它能夠：（1）為顧客和利益相關(guān)者提供不斷改進(jìn)的價(jià)值，從而達成組織的可持續發(fā)展；（2）提高組織的整體有效性和能力；（3）促進(jìn)組織的和個(gè)人的學(xué)習。卓越績(jì)效準則為了解組織的優(yōu)勢和改進(jìn)機會(huì )并由此引導組織的行動(dòng)方向提供了一種框架和評價(jià)工具。

績(jì)效預測（performance projections）

績(jì)效預測是指對于未來(lái)績(jì)效的估計。預測可以是從過(guò)去績(jì)效推斷而來(lái)的，可以根據必須達到或超越的競爭者績(jì)效而確定，也可根據復雜多變的市場(chǎng)變化做出，還可以是未來(lái)績(jì)效的目標。預測綜合考慮了組織的改進(jìn)率和變化，可用來(lái)指出何處需要實(shí)施突破性的改進(jìn)或創(chuàng )新。因此，績(jì)效預測是一種關(guān)鍵的管理策劃工具。

過(guò)程（process）

過(guò)程是指在組織的內部或外部為顧客（用戶(hù)）生產(chǎn)產(chǎn)品或提供服務(wù)的互相聯(lián)系的活動(dòng)。一般來(lái)說(shuō)，過(guò)程包括了人員、機器、工具、方法、材料和改進(jìn)以某種規定的步驟或行動(dòng)序列的組合。過(guò)程很少可以單獨運作，必須連同對它產(chǎn)生影響的其它過(guò)程一起進(jìn)行考慮。在有些情況下，過(guò)程必須遵守特定的步驟，具有成文的程序和要求，其中詳細規定了測量和控制步驟。

對于某些服務(wù)項目，特別是當顧客直接參與到服務(wù)活動(dòng)中時(shí)，過(guò)程的應用是一種更通用的方式，即明確規定必須做什么，可能還會(huì )規定希望的或期望的次序。如果次序很重要時(shí)，服務(wù)中就必須包含幫助顧客理解和遵循該次序的信息。對于涉及顧客參與的服務(wù)過(guò)程，還應規定服務(wù)的提供者在處理因顧客可能出現的行動(dòng)或行為而導致緊急情況時(shí)的應對指南。

在諸如戰略規劃、研究、開(kāi)發(fā)、分析等知識性工作中，過(guò)程未必會(huì )要求正式的步驟順序。在這種情況下，過(guò)程更多地意味著(zhù)對圓滿(mǎn)完成工作的要求的總體理解，如時(shí)間安排、選項、評估和報告等，而次序或將成為其中的一項內容。

準則的評分系統要求對組織的過(guò)程績(jì)效水平加予評價(jià)，其水平基于對組織關(guān)鍵過(guò)程的四個(gè)因素即方法、展開(kāi)、學(xué)習和整合的評價(jià)而得出。

生產(chǎn)率（productivity）

生產(chǎn)率是指有關(guān)資源使用效率的量度，盡管多用于諸如人員（勞動(dòng)生產(chǎn)率）、機器、材料、能源、資金等單個(gè)要素，也適用于在生產(chǎn)產(chǎn)出時(shí)所使用的總資源。對總生產(chǎn)率的整體測量，有助于確定一個(gè)過(guò)程（或許需要權衡資源投入）之總變化后的凈效果是否是有益的。

宗旨（purpose）

宗旨指一個(gè)組織之所以存在的根本理由。宗旨的首要作用在于激勵組織并引導其確立價(jià)值觀(guān)。宗旨通常是概括而持久的。不同行業(yè)中的組織可以有類(lèi)似的宗旨，同一行業(yè)中的組織也可以有不同的宗旨。

結果（results）

結果指組織在某個(gè)卓越績(jì)效準則條目要求方面所取得的產(chǎn)出。從以下各方面評價(jià)結果：當前績(jì)效，相對于適當的對照者的績(jì)效，績(jì)效改進(jìn)的速率、廣度和重要性，結果指標與組織的關(guān)鍵績(jì)效要求之間的關(guān)系?？蓞⒁?jiàn)“評分系統”的說(shuō)明。

細分（segment）

細分指組織的顧客、市場(chǎng)、產(chǎn)品線(xiàn)或員工的總體中的一個(gè)部分。各個(gè)細分通常具有共同的特征，這些特征在邏輯上可以加以歸類(lèi)。在結果條目中，這一術(shù)語(yǔ)是指為了對組織績(jì)效進(jìn)行有意義的分析而對結果數據的區分。用來(lái)細分顧客、市場(chǎng)、產(chǎn)品和員工的具體因素因組織而異。

識別細分的特征，對于辨識不同的顧客、市場(chǎng)和員工群體的需要和期望，對于使產(chǎn)品、服務(wù)和計劃能夠適應這些需要和期望，具有至關(guān)重要的意義。例如，市場(chǎng)細分可以依據分銷(xiāo)渠道、業(yè)務(wù)量或所用技術(shù)來(lái)進(jìn)行；員工的細分則可以依據地區、技能、需要、工作安排或職位分類(lèi)等來(lái)進(jìn)行。

高層領(lǐng)導者（senior leaders）

高層領(lǐng)導者指組織的高級管理群體或團隊，一般由組織的最高領(lǐng)導者及直接向其報告的人員所構成。

利益相關(guān)者（stakeholders）

利益相關(guān)者是指組織的行動(dòng)和成功所影響或可能影響的所有群體，例如顧客、員工、合作伙伴、協(xié)作者、治理機構、股東、捐贈者、供應商、納稅人、管制機構、決策者、基金會(huì )、社區、專(zhuān)業(yè)團體等。

戰略?xún)?yōu)勢（Strategic Advantages）

戰略?xún)?yōu)勢指那些對組織未來(lái)可能達到的成就起決定性影響的市場(chǎng)利益。這些優(yōu)勢通常是組織優(yōu)勝于當前和未來(lái)的同類(lèi)產(chǎn)品和服務(wù)供應商的源泉?？傮w來(lái)說(shuō)，戰略?xún)?yōu)勢有兩個(gè)來(lái)源：（1）通過(guò)核心競爭力建立和擴展組織內在能力；（2）有戰略重要性的外部資源，這些資源通過(guò)關(guān)鍵的外部關(guān)系和合作關(guān)系而形成和起到杠桿作用。

當認識到戰略?xún)?yōu)勢的兩個(gè)源泉，組織將會(huì )提升其獨有的內在能力，并運用其它組織的能力進(jìn)行補充。有關(guān)戰略?xún)?yōu)勢、戰略挑戰及戰略目標之間的關(guān)系，請參看有關(guān)“戰略挑戰”“戰略目標”的定義，以清晰地明確組織的挑戰與優(yōu)勢。

戰略挑戰（Strategic Challenges）

戰略挑戰指施加在對組織未來(lái)可能達到的成就起決定性影響上的壓力。這些壓力通常由組織未來(lái)的與其他提供類(lèi)似的產(chǎn)品和服務(wù)的供應商相關(guān)聯(lián)的競爭地位的驅動(dòng)。外在的戰略挑戰對組織影響較大，但不是唯一的，相應地組織也會(huì )面對內在的戰略挑戰。

外在戰略挑戰包括顧客或市場(chǎng)的需求或期望，產(chǎn)品、服務(wù)或技術(shù)的更新，財務(wù)的、社會(huì )的或其他的風(fēng)險或需求；內在戰略挑戰包括組織的能力、人力或其它方面的資源。

有關(guān)“戰略挑戰”與應對戰略挑戰而提出的“戰略目標”之間的關(guān)系，請參見(jiàn)戰略目標。

戰略目標（strategic objectives）

戰略目標指組織應對主要的變化或改進(jìn)、競爭或社會(huì )事務(wù)，以及經(jīng)營(yíng)優(yōu)勢而明確闡述的打算或對策。戰略目標通常要兼顧組織的外部和內部，涉及有關(guān)顧客、市場(chǎng)、產(chǎn)品、服務(wù)或技術(shù)方面的重要的機會(huì )和挑戰（戰略挑戰）。概括而言，戰略目標就是一個(gè)組織為了獲得并保持競爭力，且實(shí)現可持續發(fā)展所必需達成的狀態(tài)。戰略目標確立了組織的長(cháng)期方向，引導著(zhù)資源的分配和調整。

有關(guān)戰略目標與行動(dòng)計劃之間的關(guān)系，請參看有關(guān)“行動(dòng)計劃”的定義。

可持續性（sustainability）

可持續性是指對組織的能力的描述，既包括滿(mǎn)足當前的經(jīng)營(yíng)需要的能力，也包括具備成功應對未來(lái)的商務(wù)、市場(chǎng)和經(jīng)營(yíng)環(huán)境的敏捷性和戰略管理能力。這需要考慮到外部的和內部的因素，這些因素的特殊組合可能基于行業(yè)特征和特定組織特征。

“可持續性”需考慮員工能力、量能、資源的有效性、技術(shù)、知識、核心競爭力、工作系統、設施及設備。另外 “可持續性”也包括能即時(shí)地或短時(shí)期內處理緊急情況的預案。

系統的（systematic）

    系統的用于描述那些有序、可重復且應用數據和信息實(shí)現學(xué)習的方法。換言之，如果某個(gè)方法能夠評價(jià)、改進(jìn)、共享，從而能實(shí)現成熟度的提高，則其即是系統的。關(guān)于這一術(shù)語(yǔ)的應用請參見(jiàn)“評分指南”。

趨勢（trends）

趨勢指顯示組織的結果的變化方向和速率的數字信息。趨勢反映了組織的績(jì)效的時(shí)間次序。

要判別一個(gè)趨勢，通常最低要求有三個(gè)歷史的（非預測的）數據點(diǎn)。趨勢的時(shí)間間隔取決于所測量過(guò)程的周期時(shí)間。周期時(shí)間越短，所要求的測量越密；周期時(shí)間越長(cháng)，確定趨勢所要求的時(shí)間間隔也就越長(cháng)。

準則中要求的趨勢有：顧客和員工的滿(mǎn)意和不滿(mǎn)意的數據、產(chǎn)品和服務(wù)績(jì)效、財務(wù)績(jì)效、市場(chǎng)績(jì)效、諸如周期時(shí)間和生產(chǎn)率的運營(yíng)績(jì)效。

價(jià)值（value）

價(jià)值指相對于其成本和可能的替代，某種產(chǎn)品、服務(wù)、資產(chǎn)或功能為人們所體會(huì )到的益處。

組織常常借助于價(jià)值來(lái)確定各種選擇相對于其成本的益處，如各種產(chǎn)品和服務(wù)組合對于顧客的價(jià)值。組織需要了解不同利益相關(guān)者群體所看重的價(jià)值，并據此加以提供。這常常要求在顧客與利益相關(guān)者如員工和社區之間加以平衡。

價(jià)值觀(guān)（values）

價(jià)值觀(guān)指的是期望組織及其成員應如何做事的指導原則和行為準則。價(jià)值觀(guān)反映并強化組織所崇尚的文化。價(jià)值觀(guān)以適當的方式，支持并引導著(zhù)每一位員工做決定，幫助組織實(shí)現其使命，達成其愿景。價(jià)值觀(guān)的例子包括所有往來(lái)中堅持誠信和公平；超越顧客期望；重視員工個(gè)體及其多樣性；保護環(huán)境以及每天都為卓越績(jì)效而努力等。

愿景（vision）

愿景指組織所追求的未來(lái)狀態(tài)。愿景描述了組織正在向何處去，希望未來(lái)成為什么或被視為什么。

工作系統（work systems）

工作系統指組織的工作是如何實(shí)現。工作系統涉及到組織的員工、關(guān)鍵供應商和合作伙伴、承包商、協(xié)作者和在組織生產(chǎn)或提供產(chǎn)品、服務(wù)、業(yè)務(wù)及其支持過(guò)程的供應鏈中的其它相關(guān)方。工作系統通過(guò)對內部工作過(guò)程和外部必備資源的協(xié)調，來(lái)為顧客開(kāi)發(fā)、生產(chǎn)和提供產(chǎn)品和服務(wù)，并取得市場(chǎng)成功。

對工作系統的決策具有戰略性。這些決策包括保有和利用組織的核心競爭力，以及決定哪些應從組織外部取得或產(chǎn)生，以提高組織在其市場(chǎng)中的經(jīng)營(yíng)有效性和可持續性。

員工（Workforce）

員工指積極參與完成組織工作的所有人員，包括了付薪員工（如：永久的、兼職的、臨時(shí)的、遠程辦公的，以及置于組織監督之下的承包制員工）和志愿者（適用時(shí)）。員工包括團隊領(lǐng)導者、主管和各級別的管理人員。

員工能力（Workforce Capability）

員工能力指組織借助其人員的知識、技能、才能和競爭力來(lái)完成組織工作的能力。能力包括建立并維持與顧客關(guān)系的能力；改革創(chuàng )新與轉向新技術(shù)的能力；開(kāi)發(fā)新產(chǎn)品、服務(wù)和工作過(guò)程的能力；應對變化的商務(wù)、市場(chǎng)和法制要求的能力。

員工量能（Workforce Capacity）

員工量能指組織確保足夠的人員配置以完成組織工作過(guò)程，并成功將組織產(chǎn)品和服務(wù)交付予顧客的能力，包括滿(mǎn)足周期性或變化中需求的能力。

員工契合度（Workforce Engagement）

員工契合度指員工從感情上和理智上致力于完成工作、使命和愿景的程度。具有高度員工契合度的組織，通常的特點(diǎn)是具有一個(gè)高效執行的工作環(huán)境，在此環(huán)境下，員工被充分調動(dòng)，為了顧客的利益和組織的成功竭盡全力。

通常，當組織的成員在工作中找到個(gè)人意義和動(dòng)機，或處于有益的人際關(guān)系和工作場(chǎng)所時(shí)，會(huì )致力于工作。一個(gè)契合的團隊得益于相互信任、安全和合作的環(huán)境、良好的溝通和信息交流、授權和工作職責。影響員工契合度的關(guān)鍵因素包括培訓和職業(yè)發(fā)展的機會(huì )、有效的認可和報酬制度、平等機會(huì )和公平待遇、家庭般的友善氛圍等。

7  結果（450分）

The Results Category examines your organizationsPERFORMANCE and improvement in all KEY areas“product and servic outcomes, CUSTOMER-focused outcomes, financial and market OUTCOMES,WORKFORCE-focused outcomes, PROCESS-EFFECTIVENESS outcomes, and leadership outcomes. PERFORMANCE LEVELS are examined relative to those of competitors and other organizations providing similar products and services.  

結果類(lèi)目檢查組織在關(guān)鍵領(lǐng)域的績(jì)效和改進(jìn)，包括產(chǎn)品和服務(wù)結果、以顧客為中心的結果、顧客滿(mǎn)意結果、財務(wù)和市場(chǎng)結果、以員工為本的結果，過(guò)程有效性結果，以及領(lǐng)導結果。本類(lèi)目也檢查與競爭者和提供類(lèi)似產(chǎn)品和服務(wù)的其它組織相對照的績(jì)效水平。

7.1Product and Service Outcomes: What are your product and service performance results? (100 pts.)                                                    Results

7.1 產(chǎn)品和服務(wù)結果：組織的產(chǎn)品和服務(wù)績(jì)效結果是什么？（100分）          結果

Summarize your organization°OsKEY product and service PERFORMANCERESULTS. SEGMENT your RESULTS by product and service types and groups, CUSTOMER groups, and market SEGMENTS, as appropriate. Include appropriate comparative data.

概述組織關(guān)鍵產(chǎn)品和服務(wù)的績(jì)效結果。必要時(shí)可將結果按產(chǎn)品和服務(wù)種類(lèi)或類(lèi)別、顧客群和細分市場(chǎng)進(jìn)行細分。其結果要包括適當的比較數據。

Provide data and information to answer the following questions:

提供數據和信息以回答如下問(wèn)題：

a.Product and Service RESULTS

a. 產(chǎn)品和服務(wù)結果

What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of product and service PERFORMANCE that are important to your CUSTOMERS? How do these RESULTS compare with the PERFORMANCE of your competitors and other organizations providing similar products and services?

在對顧客十分重要的產(chǎn)品和服務(wù)績(jì)效的關(guān)鍵指標上，組織當前水平及趨勢如何？這些結果與競爭者和提供類(lèi)似產(chǎn)品和服務(wù)的其它組織的績(jì)效相比表現如何？

Notes:

注解：

N1. Product and service results reported in this Item should relate to the key product, program, and service features identified as customer requirements or expectations in P.1b(2), based on information gathered in Items 3.1 and 3.2. The measures or indicators should address factors that affect customer preference, such as those included in Item P.1, Note 4, and Item 3.1,Note 4.

N1. 在本條目中報告的生產(chǎn)和服務(wù)結果應與關(guān)鍵產(chǎn)品、項目和服務(wù)特點(diǎn)相關(guān)。這些關(guān)鍵產(chǎn)品和服務(wù)的特點(diǎn)應是P.1b(2)中顧客的要求和期望，而顧客的需求和期望是基于3.1和3.2中收集的信息確定的。這些測量項目和指標應針對影響顧客偏好的因素，如包括在條目P.1注釋4和條目3.1注釋4中所包括的那些因素。

N2. For some nonprofit organizations, product or service performance measures might be mandated by your funding sources. These measures should be identified and reported in your response to this Item.

N2. 對于某些非營(yíng)利性組織，產(chǎn)品和服務(wù)績(jì)效測量項目和指標可由其資金來(lái)源方來(lái)決定。這些測量項目和指標應在本條目回答中加以識別并匯報。

7.2Customer-Focused Outcomes: What are your customer-focused performance results? (70 pts.)                                                          Results

7.2 以顧客為中心的結果：組織的以顧客為中心的績(jì)效結果是什么？（70分）      結果

Summarize your organization’s KEY CUSTOMER-focused RESULTS for CUSTOMER satisfaction and CUSTOMER-perceived VALUE, including CUSTOMER loyalty. SEGMENT your RESULTS by product and service types and groups, CUSTOMER groups, and market SEGMENTS, as appropriate. Include appropriate comparative data.

概述顧客滿(mǎn)意和顧客感知價(jià)值等組織關(guān)鍵的以顧客為中心的結果，包括顧客忠誠。必要時(shí)將組織的結果按產(chǎn)品和服務(wù)種類(lèi)或類(lèi)別、顧客群和細分市場(chǎng)進(jìn)行細分。其中要包括適當的比較數據。

Provide data and information to answer the following questions:

提供數據和信息以回答如下問(wèn)題：

a. CUSTOMER-Focused RESULTS

a. 以顧客為中心的結果

(1)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of CUSTOMER satisfaction and dissatisfaction? How do these RESULTS compare with the CUSTOMER satisfaction LEVELS of your competitors and other organizations providing similar products and services?

 (1)組織在顧客滿(mǎn)意和不滿(mǎn)意的關(guān)鍵測量項目和指標上，組織的當前水平和趨勢是怎樣的？這些結果與競爭者和提供類(lèi)似產(chǎn)品和服務(wù)的其他組織的顧客滿(mǎn)意水平相比較表現如何？

 (2)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of CUSTOMER-perceived VALUE, including CUSTOMER loyalty and retention, positive referral, and other aspects of building relationships with CUSTOMERS, as appropriate?

 (2)在顧客感知價(jià)值上，包括顧客忠誠、留住顧客、顧客主動(dòng)推薦和建立顧客關(guān)系的其他方面，組織的關(guān)鍵測量項目和指標的當前的水平和發(fā)展趨勢如何？

Notes:

注解：

N1. Customer satisfaction and dissatisfaction results reported in this Item should relate to the customer groups and market segments discussed in P.1b(2) and Item 3.1 and to the determination methods and data described in Item 3.2.

N1. 本條款中顧客滿(mǎn)意和不滿(mǎn)意的結果報告應與條目P.1b(2)和條目3.1所述的顧客群和細分市場(chǎng)有關(guān)，應以條目3.2中所述的測量項目和數據相關(guān)聯(lián)。

N2. Measures and indicators of customers satisfaction with your products and services relative to customers satisfaction with competitors and comparabl organizations (7.2a[1]) might include information and data from your customers and from independent organizations.

N2. 與競爭者和可比的組織[7.2a(1)]相比較的產(chǎn)品和服務(wù)的顧客滿(mǎn)意指標可以包括來(lái)自于顧客和獨立機構的客觀(guān)信息和數據。

7.3Financial and Market Outcomes: What are your financial and marketplace performance results? (70 pts.)                                        Results

7.3 財務(wù)和市場(chǎng)結果：組織的財務(wù)和市場(chǎng)績(jì)效結果是什么？（70分）       結果

Summarize your organization°OsKEY financial and marketplace PERFORMANCE RESULTS by CUSTOMER or market SEGMENTS, as appropriate. Include appropriate comparative data.

概述組織的關(guān)鍵財務(wù)和市場(chǎng)績(jì)效結果，必要時(shí)可按顧客或細分市場(chǎng)分別說(shuō)明。其中要包括適當的比較數據。

Provide data and information to answer the following questions:

提供數據和信息以回答如下問(wèn)題：

a.Financial and Market RESULTS

a. 財務(wù)和市場(chǎng)結果

(1)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of financial PERFORMANCE, including aggregate MEASURES of financial return, financial viability, or budgetary PERFORMANCE, as appropriate?

 (1)在財務(wù)績(jì)效的關(guān)鍵指標上，包括財務(wù)回報和財務(wù)生存能力或預算績(jì)效（適當時(shí)）的綜合指標在內，組織當前的水平和趨勢如何？

(2)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of marketplace PERFORMANCE, including market share or position, market and market share growth, and new markets entered, as appropriate?

 (2)在市場(chǎng)績(jì)效的關(guān)鍵指標上，包括市場(chǎng)份額或地位、市場(chǎng)與市場(chǎng)份額增長(cháng)、新增市場(chǎng)等方面在內（適當時(shí)），組織當前的水平和發(fā)展趨勢如何？

Notes:

注解：

N1. Responses to 7.3a(1) might include aggregate measures of financial return, such as return on investment (ROI), operating margins, profitability, or profitability by market or customer segment. Responses also might include measures of financial viability, such as liquidity, debt-to-equity ratio, days cash on hand, asset utilization, and cash flow. Measures should relate to the financial measures reported in 4.1a(1) and the financial management approaches described inItem 2.2. For nonprofit organizations, additional measures might include performance to budget, reserve funds, cost avoidance or savings, administrative expenditures as a percentage of budget, and the cost of fundraising versus funds raised.

N1.對 7.3a(1)的回答中所包括的綜合性指標可包括投資回報率（ROI）、資產(chǎn)利用率、經(jīng)營(yíng)利潤、按細分市場(chǎng)或顧客群劃分的利潤?；卮鹨部砂ㄘ攧?wù)生存能力的測量，如流動(dòng)資金、資產(chǎn)負債率、目前的現金存量天數、資金利用率及現金流量指標。測量應當與在4.1a（1）中匯報的財務(wù)測量以及條款2.2中描述的財務(wù)管理辦法相適應。對于非營(yíng)利性組織增加的測量項目和指標，還包括在預算績(jì)效，留存資金、成本節約、行政費用占預算的百分比、資金募集的成本與所增資金的比例等。

N2. For nonprofit organizations, responses to 7.3a(2) might include measures of charitable donations or grants

and the number of new programs or services offered.

N2. 對于非營(yíng)利性組織，在回答條目7.3a(2)時(shí)，可包括慈善捐贈或撥款和組織所提供的新項目或服務(wù)的數量?jì)蓚€(gè)指標。

7.4Workforce-Focused Outcomes:

 What are your workforce-focused performance results? (70 pts.)         results

7.4 以員工為本的結果：組織以員工為本的績(jì)效結果如何？（70分）      結果

Summarize your organization’KEY WORKFORCE-focused RESULTS for WORKFORCE ENGAGEMENT and for your WORKFORCE environment. SEGMENT your RESULTS to address the DIVERSITY of your WORKFORCE and to address your WORKFORCE groups and SEGMENTS, as appropriate. Include appropriate comparative data.

概述組織以員工為本方面的結果，包括員工契合度和員工環(huán)境。必要時(shí)，可將結果按員工構成的多樣性和員工群體加以細分。其中要包括適當的比較數據。

Provide data and information to answer the following questions:

提供數據和信息以回答如下問(wèn)題：

a. WORKFORCE RESULTS

a. 員工結果

(1)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of WORKFORCEENGAGEMENT, WORKFORCE satisfaction, and the development of your WORKFORCE, including leaders?

 (1) 在員工契合度、員工滿(mǎn)意和員工發(fā)展（包括領(lǐng)導者）的關(guān)鍵測量項目或指標上，組織當前的水平和趨勢如何？

(2)What are your current LEVELS and TRENDS in KEY MEASURES of WORKFORCE CAPABILITY and CAPACITY, including staffing levels, retention, and appropriate skills?

 (2)在員工能力和員工量能，包括人員配備水平、員工保留和合適的技能方面的關(guān)鍵測量項目或指標上，組織當前的水平和趨勢如何？

(3)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of your WORKFORCE climate, including workplace health, safety, and security and WORKFORCE services and benefits, as appropriate?

(3)在員工氛圍，包括工作場(chǎng)所的健康、安全、保安、員工服務(wù)和福利的關(guān)鍵測量項目或指標上，組織當前的水平和趨勢如何？

Notes:

注解：

N1. Results reported in this Item should relate to processes described in Category 5. Your results should be responsive to key work process needs described in Category 6 and to your organizations action plan and human resource plans described in Item 2.2.

N1. 本條款中的結果應與類(lèi)目5所述的各項活動(dòng)相關(guān)聯(lián)。組織的結果應是對類(lèi)目6所述的關(guān)鍵過(guò)程要求及條目2.2所述的組織的行動(dòng)計劃和人力資源計劃的答復。

N2. Responses to 7.4a(1) should include measures and indicators identified in response to 5.1c(1).

N2. 對7.4a(1)的回答應當包括5.1(1)中確定的測量項目或指標。

N3. Nonprofit organizations that rely on volunteers should include results for their volunteer workforce, as appropriate.

N3. 對于依賴(lài)于志愿者的非營(yíng)利性組織，必要時(shí)應包括志愿者情況的結果。

7.5 Process Effectiveness Outcomes: What are your process effectiveness

results? (70 pts.)                                                       results                

7.5 過(guò)程有效性結果：組織過(guò)程有效性的結果是什么？（70分）                結果

Summarize your organization°OsKEY operational PERFORMANCE RESULTS that contribute to the improvement of organizational EFFECTIVENESS, including your organization°Os readiness for emergencies.SEGMENT your RESULTS by product and service types and groups, by PROCESSES and location, and by market SEGMENTS, as appropriate. Include appropriate comparative data.

概述對改進(jìn)組織有效性結果起重要作用的關(guān)鍵的運營(yíng)績(jì)效結果，包括突發(fā)事件的應對。適當時(shí)可將結果按產(chǎn)品和服務(wù)的種類(lèi)、過(guò)程和區域、細分市場(chǎng)進(jìn)行細分。其中要包括適當的比較數據。

Provide data and information to answer the following questions:

提供數據和信息以回答如下問(wèn)題：

a. PROCESS EFFECTIVENESS RESULTS

a. 過(guò)程有效性結果

(1)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of the operational PERFORMANCE of your WORK SYSTEMS, including WORK SYSTEM and workplace preparedness for disasters or emergencies?

 (1)在工作系統的運營(yíng)績(jì)效的關(guān)鍵測量項目或指標上，包括工作系統和工作場(chǎng)所對災害或突發(fā)事件的準備的指標，組織當前的水平和發(fā)展趨勢如何？

(2)What are your current LEVELS and TRENDS in KEY MEASURES or INDICATORS of the operational PERFORMANCE of your KEY workPROCESSES, including PRODUCTIVITY, CYCLE TIME, and other appropriate MEASURES of PROCESS EFFECTIVENESS, efficiency, and INNOVATION?

 (2)在關(guān)鍵工作過(guò)程運營(yíng)績(jì)效的關(guān)鍵測量項目或指標上，包括生產(chǎn)率、周期時(shí)間以及其它適用的有效性、效率和創(chuàng )新的指標在內，組織的當前水平和發(fā)展趨勢如何？

Notes:

注解：

N1. Results reported in Item 7.5 should address your key operational requirements as presented in the Organizational Profile and in Items 6.1 and clude results not reported in Items 7.1C7.4

N1. 在條目7.5中所報告的結果應針對“在組織簡(jiǎn)介”和條目6.1及6.2中所提到的關(guān)鍵運營(yíng)要求。還包括在條目7.1～7.4中未報告的其它結果。

N2. Results reported in Item 7.5 should provide key information for analysis and review of your organizational performance (Item 4.1) and should provide the operational basis for product and service outcomes (Item 7.1), customer-focused outcomes (Item 7.2), and financial and market outcomes (Item 7.3).

N2. 在條目7.5中所報告的結果應當為組織績(jì)效的分析和評審（條目4.1）提供關(guān)鍵的信息，并應當為產(chǎn)品和服務(wù)結果（條目7.1）、以顧客為中心的結果（條目7.2）以及財務(wù)和市場(chǎng)結果（條目7.3）提供運營(yíng)基礎。

N3. Appropriate measures and indicators of work system performance (7.5a[1]) might include audit, just in-time delivery, and acceptance results for externally provided products, services, and processes; supplier and partner performance; product, service, and work system innovation rates and results; simplification of internal jobs and job classifications; work layout improvements; changing supervisory ratios; response times for emergency drills or exercises; and results for work relocation or contingency exercises.

N3.適當的工作系統績(jì)效合適的測量項目和指標（7.5a[1]）可以包括：審核、準時(shí)交付率、外部提供的產(chǎn)品、服務(wù)與過(guò)程的驗收結果；供應商與合作伙伴的績(jì)效；產(chǎn)品和工作系統創(chuàng )新比率和結果；內部職位和職位劃分的簡(jiǎn)化、工作布局的改進(jìn)、變化的監管比率、突發(fā)事件訓練或演習的響應時(shí)間，以及工作輪換或意外事件訓練的結果。

7.6Leadership Outcomes: What are your leadership results? (70 pts.) Results

7.6 領(lǐng)導結果：組織的領(lǐng)導結果如何？ （70分）                           結果

Summarize your organization’sKEY GOVERNANCE and SENIOR LEADERSHIP RESULTS, including evidence of strategic plan accomplishments, ETHICAL BEHAVIOR, fiscal accountability, legal compliance, social responsibility, and organizational citizenship. SEGMENT your RESULTS by organizational units, as appropriate. Include appropriate comparative data.

概述組織的關(guān)鍵治理、高層領(lǐng)導的結果，包括戰略規劃的完成、道德行為、財務(wù)責任、遵守法律法規、社會(huì )責任以及履行組織公民義務(wù)等方面的證據。必要時(shí)可將結果按照組織的單位進(jìn)行細分。應當包括適當的比較數據。

Provide data and information to answer the following questions:

提供數據和信息以回答如下問(wèn)題：

a.Leadership and Social Responsibility RESULTS

 a. 領(lǐng)導和社會(huì )責任結果

(1)What are your RESULTS for KEY MEASURES or INDICATORS of accomplishment of your organizational strategy and ACTION PLANS?

 (1)在實(shí)現組織的戰略和行動(dòng)計劃的關(guān)鍵測量項目和指標上，組織的結果如何？

(2)What are your RESULTS for KEY MEASURES or INDICATORS of ETHICAL BEHAVIOR and of STAKEHOLDER trust in the SENIOR and GOVERNANCE of your organization? What are your RESULTS for KEY MEASURES or INDICATORS of LEADERS breaches of ETHICAL BEHAVIOR?

 (2)在高層領(lǐng)導和組織治理中，在道德行為和利益相關(guān)者信任方面的關(guān)鍵測量項目和指標上，組織的結果如何？在違反道德行為的關(guān)鍵測量項目和指標上，組織的結果是什么？

(3)What are your KEY current findings and TRENDS in KEY MEASURES or INDICATORS of fiscal accountability, both internal and external, as appropriate?

 (3)在組織內部的和外部的財務(wù)責任的關(guān)鍵測量項目和指標上，組織當前的結果和趨勢如何（適用時(shí)）？

(4)What are your RESULTS for KEY MEASURES or INDICATORS of regulatory and legal compliance?

 (4)在遵守法律和法規的關(guān)鍵測量項目和指標上，組織的結果如何？

(5)What are your RESULTS for KEY MEASURES or INDICATORS of organizational citizenship in support of your KEY communities?

 (5)在支持關(guān)鍵社區的組織公民義務(wù)方面的關(guān)鍵測量項目和指標上，組織的結果如何？

Notes:

注解：

N1. Measures or indicators of strategy and action plan accomplishment (7.6a[1]) should address your strategic objectives and goals identified in 2.1b(1) and youraction plan performance measures and projected performance identified in 2.2a(6) and 2.2b, respectively.

N1. 實(shí)現戰略和行動(dòng)計劃 [7.6a(1)]的測量項目或指標應該與[2.1b(1)]中提出的戰略目標與目標值以及[2.2a(6)]與[2.2b]中行動(dòng)計劃的測量項目和預測的績(jì)效分別相對應。

N2. For examples of measures of ethical behavior and stakeholder trust (7.6a[2]), see Item 1.2, Note 4.

N2. 有關(guān)道德行為與利益相關(guān)者信任的測量項目[7.6a(2)]的例子可參見(jiàn)條目1.2的注釋4。

N3. Responses to 7.6a(3) might include financial statement issues and risks, important internal and external auditor recommendations, and management responses to these matters. For some nonprofit organizations, results of IRS 990 audits also might be included.

N3. 對7.6a(3)的回答可包括財務(wù)報告和風(fēng)險、重要的內、外部審計建議，以及管理層對這些問(wèn)題的應對舉措。對于某些非營(yíng)利性組織，也可包括IRS990審計結果。

N4. Regulatory and legal compliance results (7.6a[4]) should address requirements described in 1.2b. Workforce-related occupational health and safety results (e.g., Occupational Safety and Health Administration [OSHA] reportable incidents) should be reported in 7.4a(3).

N4. 組織在遵守法律和法規方面的結果[7.6a(4)]應與1.2b中提出的要求相對應。與員工相關(guān)的職業(yè)健康與安全結果（如：職業(yè)安全及健康組織（OSHA）-可報告的事件）應在7.4a(3)中報告。

N5. Organizational citizenship results (7.6a[5]) should address support of the key communities discussed in 1.2c.

N5. 組織的公民義務(wù)結果[7.6a(5)]應與1.2c中所述對關(guān)鍵社區的支持相對應。

6 過(guò)程管理（85分）

The PROCESS Management Category examines HOW your organization determines its CORE COMPETENCIES and WORK SYSTEMS and HOW it designs, manages, and improves its KEY PROCESSES for implementing those WORK SYSTEMS to deliver CUSTOMER VALUE and achieve organizational success and SUSTAINABILITY. Also examined is your readiness for emergencies.

過(guò)程管理類(lèi)目檢查組織如何確定核心競爭力和工作系統，如何設計、管理和改進(jìn)關(guān)鍵過(guò)程來(lái)保證工作系統的實(shí)施，從而為顧客創(chuàng )造價(jià)值并達成組織的成功和可持續發(fā)展。同時(shí)也檢查組織應對突發(fā)事件的能力。

6.1Work Systems Design: How do you design your work systems? (35 points) Process

6.1 工作系統的設計：組織如何設計工作系統？（35分）                     過(guò)程

Describe HOW your organization determines its CORE COMPETENCIES and designs its WORK SYSTEMS and KEY PROCESSES to deliver CUSTOMER VALUE, prepare for potential emergencies, and achieve organizational success and SUSTAINABILITY.

說(shuō)明組織如何確定其核心競爭力和設計工作系統和關(guān)鍵過(guò)程，以實(shí)現為顧客創(chuàng )造價(jià)值、應對潛在的突發(fā)事件，以及達成組織的成功和可持續發(fā)展。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

a. CORE COMPETENCIES

a. 核心競爭力

(1) HOW does your organization determine its CORE COMPETENCIES? What are your organizationsCORE COMPETENCIES and how do they relate to your MISSION, competitive environment, and ACTION PLANS?

 (1)組織如何確定其核心競爭力？組織的核心競爭力是什么？其與組織的使命、競爭環(huán)境和行動(dòng)計劃如何關(guān)聯(lián)？

(2) HOW do you design and innovate your overall WORK SYSTEMS? HOW do you decide which PROCESSES within your overall WORK SYSTEMS will be internal to your organization (your KEY work PROCESSES) and which  will use external resources?

(2) 組織如何設計和創(chuàng )新整個(gè)工作系統？組織如何確定整個(gè)工作系統中哪些過(guò)程屬于內部的（組織的關(guān)鍵工作過(guò)程），哪些需要使用外部資源？

b.Work PROCESS Design

b.工作過(guò)程設計

 (1)What are your organizationsKEY work PROCESSES? How do these KEY work PROCESSES relate to your CORE COMPETENCIES ? How do these PROCESSES contribute to delivering CUSTOMER VALUE, profitability, organizational success, and SUSTAINABILITY?

 (1)組織的關(guān)鍵工作過(guò)程是什么？這些關(guān)鍵工作過(guò)程如何與組織的核心競爭力相關(guān)聯(lián)？對于為顧客創(chuàng )造價(jià)值、盈利、組織的成功和可持續發(fā)展，這些過(guò)程是如何做出貢獻的？

(2) HOW do you determine KEY work PROCESS requirements, incorporating input from CUSTOMERS, suppliers,PARTNERS, and COLLABORATORS, as appropriate? What are the KEY requirements for these PROCESSES?

 (2) 組織如何結合來(lái)自顧客、供應商、合作伙伴和協(xié)作者（適用時(shí)）的輸入來(lái)確定關(guān)鍵工作過(guò)程的要求？這些過(guò)程的關(guān)鍵要求是什么？

(3) HOW do you design and innovate your work PROCESSES to meet all the KEY requirements? HOW do you incorporate new technology, organizational knowledge, and the potential need for agility into the design of these PROCESSES? HOW do you incorporate CYCLE TIME, PRODUCTIVITY, cost control, and other efficiency and EFFECTIVENESS factors into the design of these PROCESSES?

(3)組織如何設計和創(chuàng )新工作過(guò)程以滿(mǎn)足所有關(guān)鍵要求？如何將新技術(shù)、組織的知識和對敏捷性的潛在要求融合到這些過(guò)程的設計中？如何將周期時(shí)間、生產(chǎn)率、成本控制和其他效率和有效性因素融合到這些過(guò)程的設計中？

c.Emergency Readiness

c.突發(fā)事件應對

HOW do you ensure WORK SYSTEM and workplace preparedness for disasters or emergencies? HOW does your disaster and emergency preparedness system consider prevention, management, continuity of operations,and recovery?

組織如何確保在災害或緊急情況下工作系統和工作場(chǎng)所有足夠的準備？組織的災害和應急準備系統如

何考慮預防、管理、經(jīng)營(yíng)的持續性、恢復等要求？

Notes:

注解：

N1. Core competencies– (6.1a) refers to your organizations areas of greatest expertise. Your organization core competencies are those strategically important capabilities that provide an advantage in your marketplace or service environment. Core competencies frequently are challenging for competitors or suppliers and partners to imitate and provide a sustainable competitive advantage.

N1. “核心競爭力”(6.1a）指組織最顯著(zhù)專(zhuān)長(cháng)的領(lǐng)域。核心競爭力是那些使組織在所處的市場(chǎng)或服務(wù)環(huán)境中保持優(yōu)勢的具有戰略重要性的能力，其通常是那些競爭者或供應商和合作伙伴不易模仿、能給組織提供一個(gè)可持續競爭優(yōu)勢的能力。

N2. Work systems– refers to how the work of your organization is accomplished. Work systems involve your workforce, your key suppliers and partners, your contractors, your collaborators, and other components of the supply chain needed to produce and deliver your products, services, and business and support processes. Your work systems coordinate the internal work processes and the external resources necessary for you to develop, produce, and deliver your products and services to your customers and to succeed in your marketplace.

N2.“工作系統”指組織的工作是如何實(shí)現的。工作系統包括組織的員工、關(guān)鍵供應商和合作伙伴、承包人、協(xié)作者、以及與生產(chǎn)和交付組織產(chǎn)品和服務(wù)相關(guān)的供應鏈的其它環(huán)節、業(yè)務(wù)和支持過(guò)程。組織的工作系統應協(xié)調內部的工作過(guò)程和外部的資源需求，以為顧客開(kāi)發(fā)、生產(chǎn)和交付產(chǎn)品和服務(wù)，并獲得在所在市場(chǎng)的成功。

N3. Your key work processes (6.1b[1]) are the processes that involve the majority of your organization workforce and produce customer, stakeholder, and stockholder value. Your key work processes are your most important product and service design and delivery, business, and support processes.

N3. 組織的關(guān)鍵工作過(guò)程(6.1b[1])是指那些多數員工參與，能為顧客、股東和利益相關(guān)者創(chuàng )造價(jià)值的過(guò)程，是組織最重要的產(chǎn)品和服務(wù)的設計和交付過(guò)程、業(yè)務(wù)過(guò)程和支持過(guò)程。

N4. Disasters and emergencies (6.1c) might be weather-related, utility-related, security-related, or

due to a local or national emergency, including potential pandemics such as an avian flu outbreak. Emergency considerations related to information technology should be addressed in Item 4.2.

N4. 災害和緊急情況（6.1c）可包括氣候相關(guān)的、公用事業(yè)相關(guān)的、安全相關(guān)的、或區域性和全國性的突發(fā)事件，包括潛在的疾病，如禽流感的爆發(fā)。與信息技術(shù)相關(guān)的突發(fā)事件應對考慮應在4.2條款中說(shuō)明。

6.2Work Process Management and Improvement: How do you manage  and improve your key organizational work processes? (50 points)                         Process

6.2 工作過(guò)程的管理與改進(jìn)：如何管理與改進(jìn)組織的關(guān)鍵工作過(guò)程。（50分）      過(guò)程                                                   

Describe HOW your organization implements, manages, and improves its KEY work PROCESSES to deliver CUSTOMER VALUE and achieve organizational success and SUSTAINABILITY.

說(shuō)明組織如何實(shí)施、管理與改進(jìn)關(guān)鍵工作過(guò)程以為顧客創(chuàng )造價(jià)值和達到組織的成功與可持續性。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

a.Work PROCESS Management

a. 工作過(guò)程管理

(1) HOW do you implement your work PROCESSES to ensure that they meet design requirements? HOW does your subsequent day-to-day operation of these PROCESSES ensure that they meet KEY PROCESS requirements? HOW is CUSTOMER, supplier, PARTNER, and COLLABORATOR input used in managing these PROCESSES, as appropriate? What are your KEY PERFORMANCE  MEASURES or INDICATORS and in-process MEASURES used for the control and improvement of your work PROCESSES?

 (1)組織如何實(shí)施工作過(guò)程以確保滿(mǎn)足設計要求？如何確保這些過(guò)程的日常運作能滿(mǎn)足關(guān)鍵的過(guò)程要求？組織如何應用顧客、供應商、合作伙伴、協(xié)作者的輸入來(lái)管理這些過(guò)程（適用時(shí)回答）？用于控制和改進(jìn)工作過(guò)程的關(guān)鍵績(jì)效測量項目、指標以及過(guò)程測量項目是什么？

(2) HOW do you minimize overall costs associated with inspections, tests, and PROCESS or PERFORMANCE audits,as appropriate? HOW do you prevent defects, service errors, and rework and minimize warranty costs or CUSTOMERS PRODUCTIVITY losses, as appropriate?

 (2)組織如何將檢驗、試驗、過(guò)程或績(jì)效審核所需的總費用減至最少（適用時(shí)回答）？如何防止缺陷、服務(wù)差錯、返工，以及如何將保修成本或者顧客的生產(chǎn)率損失減至最少（適用時(shí)回答）？

b.Work PROCESS Improvement

b.工作過(guò)程改進(jìn)

HOW do you improve your work PROCESSES to achieve better PERFORMANCE, to reduce variability, to improve products and services, and to keep the PROCESSES current with business needs and directions? HOW are improvements and lessons learned shared with other organizational units and PROCESSES to drive organizational LEARNING and INNOVATION?

組織如何改進(jìn)工作過(guò)程以實(shí)現更好的績(jì)效、減少波動(dòng)性、改善產(chǎn)品和服務(wù)并使之與經(jīng)營(yíng)需要和發(fā)展方向保持同步？改進(jìn)和教訓的經(jīng)驗如何與其它的組織單位和過(guò)程分享，以推動(dòng)組織的學(xué)習和創(chuàng )新？

Notes:

注解：

N1. To improve process performance (6.2b) and reduce variability, you might implement approaches such as a Lean Enterprise System, Six Sigma methodology,use of ISO 9000:2000 standards, the Plan-Do-Check-Act methodology, or other process improvement tools.

N1.為了改進(jìn)過(guò)程績(jì)效(6.2b)并減少波動(dòng)性，組織可以實(shí)施如精益管理系統、六西格瑪方法、采用ISO9000:2000標準、PDCA（計劃-執行-檢查-處理）方法或其他過(guò)程改進(jìn)工具。

N2. The results of improvements in product and service performance should be reported in Item 7.1. All other work process performance results should be reported in Item 7.5.

N2.產(chǎn)品和服務(wù)改進(jìn)的績(jì)效結果應當在條款7.1中匯報。其它的工作過(guò)程績(jì)效結果應當在條款7.5中匯報。

5 以員工為本（85分）

The WORKFORCE Focus Category examines HOW your organization engages, manages, and develops your WORKFORCE to utilize its full potential in ALIGNMENT with your organizations overallMISSION, strategy, and ACTION PLANS. The Category examines your ability to assess WORKFORCE CAPABILITY and CAPACITY needs and to build a WORKFORCE environment conducive to HIGHPERFORMANCE.

以員工為本類(lèi)目檢查組織如何聘用、管理并發(fā)展員工，以激發(fā)員工的全部潛能，使之與組織的整體使命、戰略、行動(dòng)計劃相一致；本類(lèi)目也檢查組織在評估員工能力和量能需求并營(yíng)造一個(gè)有利于高績(jì)效的員工環(huán)境的能力。

5.1 Workforce Engagement: How do you engage your workforce to achieve organizational and personal success? (45 points)                          Process

5.1 員工契合度：如何激發(fā)員工以實(shí)現組織和個(gè)人的成功？（45分）            過(guò)程

Describe HOW your organization engages, compensates, and rewards your WORKFORCE to achieve HIGH  PERFORMANCE . Describe HOW members of your WORKFORCE, including leaders, are developed to achieve HIGHPER-FORMANCE. Describe HOW you assess WORKFORCE ENGAGEMENT and use the results to achieve higher PERFORMANCE.

說(shuō)明組織如何聘用、支付薪酬和獎勵員工以取得高績(jì)效。說(shuō)明組織如何使所有成員包括領(lǐng)導得到發(fā)展，以取得高績(jì)效。說(shuō)明組織如何評價(jià)員工的契合度，并運用評價(jià)結果來(lái)獲取高績(jì)效。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

a. WORKFORCE Enrichment

a. 員工增值

(1) HOW do you determine the KEY factors that affect WORKFORCE ENGAGEMENT? HOW do you determine the KEY factors that affect WORKFORCE satisfaction? HOW are these factors determined for different WORKFORCE groups and SEGMENTS?

(1)組織如何確定影響員工契合度的關(guān)鍵因素？如何確定影響員工滿(mǎn)意度的關(guān)鍵因素？對于不同的員工群體與員工細分，這些因素是如何確定的？

(2) HOW do you foster an organizational culture conducive to HIGHPERFORMANCE and a motivated WORKFORCE to accomplish the following:

 (2)組織如何培育一種產(chǎn)生高績(jì)效和自發(fā)主動(dòng)員工群體的企業(yè)文化，以達成以下目標：

cooperation, EFFECTIVE communication, and skill sharing within and across work units, operating  units, and locations, as appropriate

·在各工作單位、運營(yíng)單元、各地區內部及相互間的合作，有效溝通和技能共享（適用時(shí)）；

·EFFECTIVE information flow and two-way communication with supervisors and managers

·員工與主管和管理層之間有效的信息傳遞和雙向溝通；

·individual goal setting, EMPOWERMENT, and initiative

·個(gè)人目標的設立、授權與主動(dòng)性；

·INNOVATION in the work environment

·工作環(huán)境的創(chuàng )新；

·the ability to benefit from the diverse ideas, cultures, and thinking of your WORKFORCE

·組織從員工多樣化的創(chuàng )意、文化和思想中獲益的能力。

(3)組織的員工績(jì)效管理系統如何支持高績(jì)效的工作，以及員工與組織的契合？組織的員工績(jì)效管理系統是如何考慮員工的薪酬、獎勵、認可和激勵措施的？組織的員工績(jì)效管理系統如何強化以顧客和業(yè)務(wù)為中心的導向，促進(jìn)行動(dòng)計劃的實(shí)現？

(3) HOW does your WORKFORCE PERFORMANCE management system support HIGH-PERFORMANCE WORK and WORKFORCE ENGAGEMENT? HOW does your WORKFORCE PERFORMANCE management system consider WORKFORCE compensation,reward, recognition, and incentive practices? HOW does your WORKFORCE PERFORMANCE management system reinforce a CUSTOMER and business focus and achievement of your ACTION PLANS?

b. WORKFORCE and Leader Development

b. 員工與領(lǐng)導的發(fā)展

(1) HOW does your WORKFORCE development and LEARNING system address the following:

(1)    員工的發(fā)展和學(xué)習系統如何應對以下問(wèn)題：

·needs and desires for LEARNING and development identified by your WORKFORCE, including supervisors and managers

·包括主管與管理層在內的員工提出的學(xué)習和發(fā)展的需求及期望；

·your CORE COMPETENCIES, STRATEGIC CHALLENGES, and accomplishment of your ACTION PLANS, both short-term and long-term

·組織的核心競爭力、戰略挑戰及長(cháng)、短期行動(dòng)計劃的實(shí)現；

·organizational PERFORMANCE improvement, technological change, and INNOVATION

·組織的績(jì)效改進(jìn)、技術(shù)變革與創(chuàng )新；

·the breadth of development opportunities, including education, training, coaching, mentoring, and work-related experiences, as appropriate

·發(fā)展機遇的廣度，包括教育、培訓、訓練、輔導以及相關(guān)工作經(jīng)驗（適用時(shí)）；

·the transfer of knowledge from departing or retiring workers

·離職或退休員工知識的傳承；

·the reinforcement of new knowledge and skills on the job

·強化崗位所需的新知識和技能。

 

(2) HOW does your development and LEARNING system for leaders address the following:

(2)    領(lǐng)導的發(fā)展與學(xué)習系統如何應對以下問(wèn)題：

·development of personal leadership attributes

·領(lǐng)導特質(zhì)的開(kāi)發(fā)；

·development of organizational knowledge

·組織知識的培養；

·ethical business practices

·商業(yè)道德慣行；

·your CORE COMPETENCIES, STRATEGIC CHALLENGES, and accomplishment of your ACTION PLANS, both short-term and long-term

·組織的核心競爭力、戰略挑戰及長(cháng)、短期行動(dòng)計劃的實(shí)現；

·organizational PERFORMANCE improvement, change, and INNOVATION

·組織的績(jì)效改進(jìn)、變革和創(chuàng )新；

·the breadth of leadership development opportunities, including education, training, coaching,

mentoring, and work-related experiences, as appropriate

·領(lǐng)導發(fā)展機遇的廣度，包括教育、培訓、訓練、輔導以及相關(guān)工作經(jīng)驗（適用時(shí)）。

(3)HOW do you evaluate the EFFECTIVENESS of your WORKFORCE and leader development and LEARNING systems?

(3)    組織如何評價(jià)其員工和領(lǐng)導的發(fā)展和學(xué)習系統的有效性？

(4) HOW do you manage EFFECTIVE career progression for your entire WORKFORCE? HOW do you accomplish EFFECTIVE succession planning for management and leadership positions?

(4)      組織如何對全體員工實(shí)施有效的職業(yè)生涯晉升管理？如何開(kāi)展有效的管理和領(lǐng)導職位繼任計劃？

c.Assessment of WORKFORCE ENGAGEMENT

c. 員工契合度的評價(jià)

(1) HOW do you assess WORKFORCE ENGAGEMENT? What formal and informal assessment methods and MEASURES do you use to determine WORKFORCE ENGAGEMENT and WORKFORCE satisfaction? How do these methods and MEASURES differ across WORKFORCE groups and SEGMENTS? HOW do you use other INDICATORS, such as WORKFORCE retention, absenteeism, grievances, safety, and PRODUCTIVITY to assess and improve WORKFORCE ENGAGEMENT?

 (1)組織如何評價(jià)員工契合度？組織采取哪些正式、非正式的方法和測量項目和指標來(lái)確定員工契合度和員工滿(mǎn)意度？這些方法和測量指標如何因不同的員工群體和員工細分而異？組織如何利用其它指標，如員工保持、缺勤、抱怨、安全及生產(chǎn)率等，來(lái)評價(jià)并提升員工契合度？

(2) HOW do you relate assessment findings to KEY business RESULTS reported in Category 7 to identify opportu-nities for improvement in both WORKFORCE ENGAGEMENT and business RESULTS?

(2)組織如何將評價(jià)結果與類(lèi)目7中的關(guān)鍵經(jīng)營(yíng)結果相聯(lián)系，以識別在員工契合度和經(jīng)營(yíng)結果方面的改進(jìn)機會(huì )？

Notes:

注解：

N1. Workforce– refers to the people actively involved in accomplishing the work of your organization. It includes your organizations permanent, temporary, an part-time personnel, as well as any contract employees supervised by your organization. It includes team leaders, supervisors, and managers at all levels. People supervised by a contractor should be addressed in Category 6 as part of your larger work systems. For nonprofit organizations that also rely on volunteers,work force– includes these volunteers

N1. “員工”指所有積極參與完成組織工作的人員。它包括組織永久的、臨時(shí)的和兼職的人員，以及任何置于組織監督之下的承包制員工。它包括團隊領(lǐng)導者、主管以及各級別的管理人員。由承包商監管的承包制員工作為組織更廣義的工作系統中的一部分，在條目6中應當說(shuō)明。對于依靠志愿者的非營(yíng)利組織來(lái)說(shuō)，員工也包括這些志愿者。

N2. Workforce engagement– refers to the extent of workforce commitment, both emotional and intellectual, to accomplishing the work, mission, and vision of the organization. Organizations with high levels of workforce engagement are often characterized by high-performing work environments in which people are motivated to do their utmost for the benefit of their customers and for the success of the organization.

N2. “員工契合度”指員工從感情上和理智上致力于完成工作、使命和愿景的程度。具有高度員工契合度的組織通常的特點(diǎn)是具有一個(gè)高效執行的工作環(huán)境，在此環(huán)境下，員工被充分激發(fā)，為了顧客的利益和組織的成功歇盡全力。

N3. Compensation, recognition, and related reward and incentive practices (5.1a[3]) include promotionsand bonuses that might be based on performance,skills acquired, and other factors. In some government organizations, compensation systems are set by law or regulation. However, since recognition can include monetary and nonmonetary, formal and informal, and individual and group mechanisms, reward and recognition systems do permit flexibility.

N3. 薪酬、認可和相關(guān)的獎勵和激勵措施(5.1a[3])包括基于績(jì)效、所具技能和其它因素的晉升和獎金制度。在一些政府組織中，薪酬體系由法律或規章所規定。但是，既然認可措施可能包括貨幣的和非貨幣的、正式的和非正式的、個(gè)人的和團體的等各種方式，那么獎勵和認可體系允許具有靈活性。

N4. Your organization may have unique considerations relative to workforce development, learning, and career progression. If this is the case, your response to 5.1b should include how you address these considerations.

N4 組織對于員工發(fā)展、學(xué)習和職務(wù)晉升也許有獨特的考慮，那么在對條款5.1b的回答中應當描述這些考慮。

N5. Identifying improvement opportunities (5.1c[2]) might draw on your workforce-focused results presented in Item 7.4 and might involve addressing workforce-related problems based on their impact on your business results reported in response to other Category 7 Items.

N5 識別改進(jìn)機會(huì )(5.1c[2])可依據在條款7.4中所報告的“以員工為本”的結果，也可以根據對經(jīng)營(yíng)結果的影響程度，而采用在類(lèi)目7的相關(guān)條款中報告的其它與員工相關(guān)的問(wèn)題來(lái)考慮。

5.2Workforce Environment: How do you build an effective and supportive workforce environment? (40 points)                                              Process

5.2 員工環(huán)境：組織如何營(yíng)造一個(gè)有效的、支持性的員工環(huán)境？（40分）      過(guò)程

Describe HOW your organization manages WORKFORCE CAPABILITY and APACITY to accomplish the work of the organization. Describe HOW your organization maintains a safe, secure, and supportive work climate.

說(shuō)明組織如何管理員工能力和員工量能以完成組織的工作。說(shuō)明組織如何保持一個(gè)安全、可靠、支持性的工作環(huán)境。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

a. WORKFORCE CAPABILITY and CAPACITY

a. 員工能力與量能

(1) HOW do you assess your WORKFORCE CAPABILITY and CAPACITY needs, including skills, competencies, and staffing levels?

(1)組織如何評估在員工能力和量能方面的需求，包括技能、競爭力和人員配備水平？

(2) HOW do you recruit, hire, place, and retain new employees? HOW do you ensure that your WORKFORCE represents the diverse ideas, cultures, and thinking of your hiring community?

(2)組織如何招聘、雇用、任命和留住新員工？如何確保這些員工能夠代表其來(lái)源群體的多樣化的創(chuàng )意、文化和思想？

(3) HOW do you manage and organize your WORKFORCE to accomplish the work of your organization,capitalize on the organizationsCORE COMPETENCIES, reinforce a CUSTOMER and business focus, exceed PERFORMANCE expectations, address your STRATEGIC CHALLENGES and ACTION PLANS, and achieve the agility to address changing business needs?

 (3)組織如何管理和組織員工，以完成組織的工作、利用組織的核心競爭力、強化以顧客和業(yè)務(wù)為中心、超越績(jì)效預期、應對組織的戰略挑戰和行動(dòng)計劃、保持應對多變的業(yè)務(wù)需求的敏捷性？

(4) HOW do you prepare your WORKFORCE for changing CAPABILITY and CAPACITY needs? HOW do you manage your WORKFORCE, its needs, and your needs to ensure continuity, to prevent WORKFORCE reductions, and to minimize the impact of WORKFORCE reductions, if they do become necessary?

(4)組織如何就變化的員工能力和量能要求做好準備？組織如何管理員工、員工的需要、組織的需要，來(lái)確保組織的可持續發(fā)展，以及避免裁員；或是在確有必要裁員時(shí)，將其影響最小化？

b. WORKFORCE Climate

b. 員工氛圍

(1) HOW do you ensure and improve workplace health, safety, and security? What are your PERFORMANCE MEASURES and improvement GOALS for each of these workplace factors? What are any significant differences in these factors and PERFORMANCE MEASURES or targets for different workplace environments?

 (1)組織如何保證和改善工作場(chǎng)所的健康、安全和保安水平？針對這些關(guān)鍵的工作場(chǎng)所因素的績(jì)效測量指標和改進(jìn)目標是什么？對于不同的工作場(chǎng)所，這些環(huán)境因素和績(jì)效測量指標或目標有哪些顯著(zhù)差異？

(2) HOW do you support your WORKFORCE via policies, services, and benefits? HOW are these tailored to the needs of a diverse WORKFORCE and different WORKFORCE groups and SEGMENTS?

(2)組織如何通過(guò)政策、服務(wù)和福利來(lái)支持員工？如何使這些政策、服務(wù)和福利適應多樣化的員工和不同的員工群體和員工細分的要求？

Notes:

注解：

N1. Workforce capability– refers to your organizations ability to accomplish its work processes throug the knowledge, skills, abilities, and competencies of its people. Capability may include the ability to build and sustain relationships with your customers; to innovate and transition to new technologies; to develop new products, services, and work processes; and to meet changing business, market, and regulatory demands.

Workforce capacity– refers to your organization ability to ensure sufficient staffing levels to accomplish its work processes and successfully deliver your products and services to your customers, including the ability to meet seasonal or varying demand levels.

N1. “員工能力”指組織通過(guò)其人員的知識、技能、才能和競爭力來(lái)完成工作過(guò)程的能力。能力包括建立并維持與顧客關(guān)系的能力，改革創(chuàng )新與轉向新技術(shù)的能力，開(kāi)發(fā)新產(chǎn)品、服務(wù)和工作過(guò)程的能力，應對變化中的業(yè)務(wù)、市場(chǎng)和法規要求的能力。

“員工量能”指組織確保足夠的人員配置以完成組織工作過(guò)程，并成功將組織產(chǎn)品和服務(wù)交付予顧客的能力，包括滿(mǎn)足周期性或變化中需求的能力。

N2. Workforce capability and capacity should consider not only current needs but also future requirements based on your strategic objectives and action plans reported in Category 2.

N2. 員工能力和量能不僅要考慮當前需求，還應考慮基于戰略目標和行動(dòng)計劃（條目2）的未來(lái)需求。

N3. Preparing your workforce for changing capability and capacity needs (5.2a[4]) might include training,education, frequent communication, considerations of workforce employment and employability, career counseling, and outplacement and other services.

N3 組織為變化的員工能力和量能要求做好準備[5.2a(4)]，可以包括培訓、教育、定期交流、員工雇用和受雇性的考慮、職業(yè)生涯輔導、新職介紹和其它服務(wù)。

4 測量、分析和知識管理（90分）

The Measurement, ANALYSIS , and Knowledge Management Category examines HOW your organization selects, gathers, analyzes, manages, and improves its data, information, and KNOWLEDGE ASSETS and HOW it manages its information technology. The Category also examines HOW your organization reviews and uses reviews to improve its PERFORMANCE.

測量、分析與知識管理類(lèi)目檢查組織如何選擇、收集、分析、管理和改進(jìn)組織的數據、信息和知識資產(chǎn)以及組織如何管理信息技術(shù)，也檢查組織如何來(lái)評審其績(jì)效，并利用評審結果改進(jìn)組織績(jì)效。   4.1Measurement,Analysis,and Improvement of Organizational Performance:How do you measure,analyze,and then improve organizational performance? (45 pts.)                Process

 4.1 組織績(jì)效的測量、分析和改進(jìn)：組織如何測量、分析并改進(jìn)組織績(jì)效？（45分）     過(guò)程                                               

Describe HOW your organization measures, analyzes, aligns, reviews, and improves its PERFORMANCE through the use of data and information at all levels and in all parts of your organization. Describe HOW you SYSTEMATICALLY use the results of reviews to evaluate and improve PROCESSES.

說(shuō)明組織在其所有層次和所有部門(mén)，通過(guò)數據和信息的使用，如何測量、分析、校準、評審和改進(jìn)其績(jì)效數據和信息。說(shuō)明組織如何系統地運用評審結果來(lái)評價(jià)和改進(jìn)過(guò)程。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

a. PERFORMANCE Measurement

a. 績(jì)效測量

(1) HOW do you select, collect, align, and integrate data and information for tracking daily operations and for tracking overall organizational PERFORMANCE, including progress relative to STRATEGIC OBJECTIVES and ACTION PLANS? What are your KEY organizational PERFORMANCEMEASURES, including KEY short-term and longerterm financial MEASURES? HOW do you use these data and information to support organizational decision making and INNOVATION?

(1)組織如何選擇、收集、校準和整合數據和信息以監測日常運營(yíng)及組織的整體績(jì)效，包括戰略目標和行動(dòng)計劃相關(guān)的進(jìn)展？關(guān)鍵的組織績(jì)效測量指標是什么（包括關(guān)鍵的短期和長(cháng)期財務(wù)測量指標）？如何利用這些數據和信息來(lái)支持組織的決策及創(chuàng )新？

(2) HOW do you select and ensure the EFFECTIVE use of KEY comparative data and information to support operational and strategic decision making and INNOVATION?

(2)組織如何選擇和確保有效地利用關(guān)鍵的對比數據和信息，以支持組織的運營(yíng)和戰略決策及創(chuàng )新？

(3) HOW do you keep your PERFORMANCE measurement system current with business needs and directions?HOW do you ensure that your PERFORMANCE measurement system is sensitive to rapid or unexpected organizational or external changes?

(3)組織如何確保其績(jì)效測量系統與業(yè)務(wù)需要和發(fā)展方向保持同步？如何確?？?jì)效測量系統對迅速的或意外的組織內外部變化保持敏感性？

b. PERFORMANCE ANALYSIS, Review,and Improvement

b. 績(jì)效分析、評審和改進(jìn)

(1) HOW do you review organizational PERFORMANCE and capabilities? What ANALYSES do you perform to support these reviews and to ensure that conclusions are valid? HOW do you use these reviews to assess organizational success, competitive PERFORMANCE, and progressrelative to STRATEGIC OBJECTIVES and ACTION PLANS? HOW do you use these reviews to assess your organizationsability to respond rapidly to changing organizational needs and challenges in your operating environment?

 (1)組織如何評審其績(jì)效和能力？進(jìn)行了什么分析以支持這些評審并確保其結論是有效的？如何運用這種評審來(lái)評價(jià)組織的成就、競爭績(jì)效以及與戰略目標和行動(dòng)計劃相關(guān)的進(jìn)展？如何運用這種評審來(lái)評價(jià)組織對變化著(zhù)的組織需要和運營(yíng)環(huán)境挑戰的快速響應能力？

(2) HOW do you translate organizational PERFORMANCE review findings into priorities for continuous and breakthrough improvement and into opportunities for INNOVATION? HOW are these priorities and opportunities DEPLOYED to work group and functional-level operations throughout your organization to enable EFFECTIVE support for their decision making? When appropriate, HOW are the priorities and opportunities DEPLOYED to your suppliers, PARTNERS, and COLLABORATORS to ensure organizational ALIGNMENT?

(2)如何將組織的績(jì)效評審結果轉化為持續性改進(jìn)和突破性改進(jìn)的優(yōu)先次序安排和創(chuàng )新機會(huì )？如何將這些優(yōu)先次序和機會(huì )展開(kāi)到整個(gè)組織的工作單位和職能層次，以便為制定決策提供有效支持？如何將這些優(yōu)先次序和創(chuàng )新機會(huì )在供應商、合作伙伴和協(xié)作者中加以展開(kāi)，以確保協(xié)調一致？（適用時(shí)回答）

(3) HOW do you incorporate the results of organizational PERFORMANCE reviews into the SYSTEMATIC evaluation and improvement of KEY PROCESSES?

(3)如何把組織績(jì)效的評審結果用于關(guān)鍵過(guò)程的系統評價(jià)和改進(jìn)？

Notes:

注解：

N1. Performance measurement (4.1a) is used in factbased decision making for setting and aligning organizational directions and resource use at the work unit,key process, departmental, and whole organization levels.

N1. 績(jì)效測量(4.1a)被用于以事實(shí)為基礎的決策，其目的是在工作單位、關(guān)鍵過(guò)程、部門(mén)及整個(gè)組織層次上，確定和校準組織的方向及資源的使用。

N2. Comparative data and information (4.1a[2]) are obtained by benchmarking and by seeking competitive comparisons. Benchmarking– refers to identifying processes and results that represent best practices and performance for similar activities, inside or outside your organizations industry. Competitive comparisons relatyour organizations performance to that of competitor and other organizations providing similar products and services.

N2. 比較性數據和信息[4.1a(2)]是通過(guò)標桿分析和競爭性比較而獲得的。“標桿分析”指的是，在組織所在行業(yè)的內部或外部，辨識代表同類(lèi)活動(dòng)的最佳慣行和績(jì)效的過(guò)程和結果。競爭性比較即將組織的績(jì)效與組織的競爭者及其它提供同類(lèi)產(chǎn)品和服務(wù)的組織進(jìn)行比較。

N3. Organizational performance reviews (4.1b[1]) should be informed by organizational performance measurement,performance measures reported throughout your Criteria Item responses, and performance measures reviewed by senior leaders (1.1b[2]), and they should be guided by the strategic objectives and action plans described in Items 2.1 and 2.2. The reviews also might be informed by internal or external Baldrige assessments.

N3. 組織績(jì)效評審[4.1b(1)]應從組織的績(jì)效測量、準則條款報告中的績(jì)效測量以及高層領(lǐng)導評審的績(jì)效測量（1.1b[2]）的項目和指標中獲得相關(guān)信息，并在條目2.1和2.2所述的戰略目標和行動(dòng)計劃的指導下進(jìn)行。也可以從組織內部、外部的卓越績(jì)效評審中獲得信息。

N4. Analysis (4.1b[1]) includes examining trends; organizational, industry, and technology projections; and comparisons, cause-effect relationships, and correlations.Analysis should support your performance reviews,help determine root causes, and help set priorities for resource use. Accordingly, analysis draws on all types of data: customer-related,financial and market, operational, and competitive.

N4. 分析(4.1b[1])包括趨勢評價(jià)，組織、行業(yè)和技術(shù)的預測，比較分析和因果分析和相關(guān)分析。分析應當支持組織的績(jì)效評審，幫助確定根本原因，幫助確定資源使用的優(yōu)先次序。相應地，這些分析利用各種類(lèi)型的數據：有關(guān)顧客的數據、財務(wù)和市場(chǎng)的數據、運營(yíng)數據和競爭性數據等。

N5. The results of organizational performance analysis and review should contribute to your organizational strategic planning in Category 2.

N5. 組織績(jì)效分析和評審的結果應該有助于類(lèi)目2的組織戰略策劃。

N6. Your organizational performance results should be reported in Items 7.1C7.6

N6. 組織的績(jì)效結果應在條目7.1～7.6中報告。

4.2Management of Information,Information Technology,and Knowledge:

How do you manage your information,information technology,and organizational knowledge? (45 pts.)                                                   Process

4.2 信息、信息技術(shù)和知識的管理：

如何管理組織的信息、信息技術(shù)和組織知識？（45分）                過(guò)程

Describe HOW your organization ensures the quality and availability of needed data, information, software,and hardware for your WORKFORCE, suppliers,PARTNERS,COLLABORATORS, and CUSTOMERS. Describe HOW your organization builds and manages its KNOWLEDGE ASSETS.

說(shuō)明組織如何確保員工、供應商、合作伙伴、協(xié)作者及顧客所需的數據、信息和軟硬件的質(zhì)量與可用性。說(shuō)明組織如何建立和管理其知識資產(chǎn)。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

a.Management of Information Resources

a. 信息資源管理

(1) HOW do you make needed data and information available? HOW do you make them accessible to your WORKFORCE, suppliers, PARTNERS, COLLABORATORS, and CUSTOMERS, as appropriate?

 (1)組織如何使所需的數據和信息可獲得？如何使員工、供應商、合作伙伴、協(xié)作者及顧客可獲得（適用時(shí)回答）？

(2) HOW do you ensure that hardware and software are reliable, secure, and user-friendly?

(2)如何確保硬件和軟件的可靠、安全和用戶(hù)友好？

(3)In the event of an emergency, HOW do you ensure the continued availability of hardware and software systems and the continued availability of data and information?

 (3)組織如何確保在緊急情況下數據和信息的持續可用，包括確保硬件和軟件系統的持續可用？

(4) HOW do you keep your data and information availability mechanisms, including your software and hardware systems, current with business needs and directions and with technological changes in your operating environment?

(4)組織如何使數據和信息的可用性機制，包括軟件和硬件系統在內，能夠與業(yè)務(wù)需要、發(fā)展方向和運營(yíng)環(huán)境中的技術(shù)變化保持同步？

b.Data,Information,and Knowledge Management

b. 數據、信息和知識管理

(1) HOW do you ensure the following properties of your organizational data, information, and knowledge:

1）如何保證組織的數據、信息和組織知識的下述屬性：

  ·accuracy

       ·準確性

       ·integrity and reliability 

·完整性和可靠性

   ·timeliness

       ·及時(shí)性

   ·security and confidentiality

        ·安全性與保密性

(2) HOW do you manage organizational knowledge to accomplish the following:

 (2)如何管理組織的知識，以實(shí)現：

    ·the collection and transfer of WORKFORCE knowledge

·員工知識的收集與傳遞；

    ·the transfer of relevant knowledge from and to CUSTOMERS, suppliers, PARTNERS, and COLLABORATORS

 ·與顧客、供應商、合作伙伴和協(xié)作者間相關(guān)知識的雙向傳遞；

     ·the rapid identification, sharing, and implementation of best practices

·最佳慣行的快速辨識、共享和實(shí)施；

·the assembly and transfer of relevant knowledge for use in your strategic planning PROCESS

        ·匯集和傳遞相關(guān)知識應用于戰略策劃過(guò)程。

Note:

注解：

N1. Data and information access (4.2a[1]) might be via electronic or other means.

N1. 數據和信息的獲取[4.2a(1)]可通過(guò)電子或其他途徑。

3  以顧客和市場(chǎng)為中心（85分）

The CUSTOMER and Market Focus Category examines HOW your organization determines the requirements, needs,expectations, and preferences of CUSTOMERS and markets. Also examined is HOW your organization builds relationships with CUSTOMERS and determines the KEY factors that lead to CUSTOMER acquisition, satisfaction, loyalty, and retention and to business expansion and SUSTAINABILITY.

以顧客和市場(chǎng)為中心類(lèi)目檢查組織如何確定顧客和市場(chǎng)的要求、需要、期望和偏好。同時(shí)也檢查組織如何與顧客建立良好的關(guān)系，以及如何確定導致獲得新顧客、顧客滿(mǎn)意、顧客忠誠、留住顧客、拓展業(yè)務(wù)和可持續發(fā)展的關(guān)鍵因素。

3.1Customer and Market Knowledge:

How do you obtain and use customer and market knowledge? (40 pts.)      Process

3.1 對顧客和市場(chǎng)的了解：如何獲得與運用對顧客和市場(chǎng)的了解？（40分）      過(guò)程

Describe HOW your organization determines requirements, needs, expectations, and preferences of CUSTOMERS and markets to ensure the continuing relevance of your products and services and to develop new business opportunities.

說(shuō)明組織如何確定顧客和市場(chǎng)的要求、需要、期望和偏好，以確保產(chǎn)品和服務(wù)不斷符合需要和開(kāi)發(fā)新的商機。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

a. CUSTOMER and Market Knowledge

a. 對顧客和市場(chǎng)的了解

(1) HOW do you identify CUSTOMERS, CUSTOMER groups, and market SEGMENTS? HOW do you determine which CUSTOMERS, CUSTOMER groups, and market SEGMENTS to pursue for current and future products and services?HOW do you include CUSTOMERS of competitors and other potential CUSTOMERS and markets in this determination?

(1)組織如何識別顧客、顧客群和細分市場(chǎng)？圍繞當前及將來(lái)的產(chǎn)品和服務(wù)，組織如何確定應贏(yíng)得的顧客、顧客群和細分市場(chǎng)？在這一過(guò)程中如何將競爭者的顧客及其它潛在的顧客和市場(chǎng)都考慮在內？

 (2) HOW do you use the voice of the CUSTOMER to determine KEY CUSTOMER requirements, needs, and changing expectations (including product and service features) and their relative importance to CUSTOMERS purchasing or relationship decisions? How do your listening methods vary for different CUSTOMERS,CUSTOMER groups, or market SEGMENTS? HOW do you use relevant information and feedback from current and former CUSTOMERS, including marketing and sales information, CUSTOMER loyalty and retention data,CUSTOMER referrals, win/loss ANALYSIS, and complaint data for PURPOSES of planning products and services,marketing, making WORK SYSTEM and work PROCESS improvements, and developing new business opportunities?

 (2)組織如何利用來(lái)自顧客的聲音以確定關(guān)鍵的顧客要求、需要和不斷變化的期望（包括產(chǎn)品與服務(wù)的特征）及其對于顧客購買(mǎi)或確立關(guān)系的相對重要性？這些傾聽(tīng)方法如何因顧客、顧客群或細分市場(chǎng)而異？如何將源自當前和以往顧客的相關(guān)信息和反饋（包括營(yíng)銷(xiāo)和銷(xiāo)售信息、顧客忠誠和顧客保持的數據、顧客推薦、得/失分析、投訴數據等），用于產(chǎn)品與服務(wù)的開(kāi)發(fā)、營(yíng)銷(xiāo)、工作系統和工作過(guò)程的改進(jìn)，以及新業(yè)務(wù)機會(huì )的開(kāi)發(fā)？

(3) HOW do you use voice-of-the-CUSTOMER information and feedback to become more CUSTOMER-focused, to better satisfy CUSTOMER needs and desires, and to identify opportunities for INNOVATION?

 (3)組織如何運用顧客聲音提供的信息和反饋，使組織變得更為關(guān)注顧客以及更好地滿(mǎn)足顧客需要和愿望，并識別創(chuàng )新的機會(huì )？

(4) HOW do you keep your CUSTOMER and market listening and LEARNING methods current with business needs and directions, including changes in your marketplace?

 (4)如何使了解顧客和市場(chǎng)的傾聽(tīng)和學(xué)習方法與組織的經(jīng)營(yíng)需要、發(fā)展方向，包括市場(chǎng)的變化，保持同步？

Notes:

注解：

N1. Your responses to this Item should include the customer groups and market segments identified in P.1b(2).

N1. 對此條目的回答應包括在P.1b(2)中已經(jīng)識別的顧客群和細分市場(chǎng)。

N2. If your products and services are sold or delivered to end-use customers via other businesses or organizations (e.g., those that are part of your value chain,such as retail stores, dealers, or local distributors),customer groups (3.1a[1]) should include both the end users and these intermediate organizations.

N2. 如果組織的產(chǎn)品與服務(wù)是通過(guò)其他的商家或組織（他們是組織的“價(jià)值鏈”的一部分如零售商、代理商或地方經(jīng)銷(xiāo)商）賣(mài)給或交付最終顧客的，那么顧客群[3.1a(1)]則應該包括組織的最終顧客和這些中間組織。

N3. The”voice of the customer” (3.1a[2]) is your prcess for capturing customer-related information.Voice-of-the-customer processes are intended to be proactive and continuously innovative to capture stated, unstated, and anticipated customer requirements, needs, and desires. The goal is to achieve customer loyalty and build customer relationships, as appropriate. The voice of the customer might include gathering and integrating survey data, focus group findings, Web-based data, warranty data, complaintlogs and field reports, and other data and information that affect customers purchasing and relationship decisions.

N3 “顧客的聲音” [3.1a(2)]是組織獲取顧客相關(guān)信息的過(guò)程。顧客聲音過(guò)程是指以主動(dòng)持續的創(chuàng )新來(lái)獲取明示、未明示的和預期的顧客要求、需要和期望，目的在于獲得顧客忠誠和建立顧客關(guān)系（適當時(shí)回答）。顧客的聲音包括收集和綜合調查數據、顧客焦點(diǎn)小組發(fā)現、互聯(lián)網(wǎng)數據、保修數據、顧客抱怨記錄和現場(chǎng)報告，以及其它影響顧客購買(mǎi)決策和構建關(guān)系的數據與信息。

N4. Product and service features– (3.1a[2]) refers all the important characteristics of products and services and to their performance throughout their full life cycle and the full” consumption chain”. This icludes all customers purchasing and interaction experiences with your organization that influence purchasing and relationship decisions. The focus should be on features that affect customer preference and loyalty“for example, those features that differentiat your products and services from competing offerings or other organizations services. Those features migh include price, reliability, value, delivery, timeliness,ease of use, requirements for hazardous materials use and disposal, customer or technical support, and the sales relationship. Key product and service features and purchasing and relationship decisions (3.1a[2]) might take into account how transactions occur and factors such as confidentiality and security. Your results on performance relative to key product and service features should be reported in Item 7.1, and those concerning customer perceptions and actions (outcomes) should be reported in Item 7.2.

N4. 產(chǎn)品和服務(wù)的特征 [3.1a(2)]是指產(chǎn)品和服務(wù)的所有重要特性，以及在其整個(gè)生命周期中和“消費鏈”中的性能表現。這包括所有顧客的購買(mǎi)和與組織交往的體驗，這些體驗能影響到顧客在購買(mǎi)和相互關(guān)系上的決策。應重點(diǎn)考慮那些影響顧客偏好和忠誠的特征，例如那些將組織的產(chǎn)品和服務(wù)與競爭者或其它組織相區別的特征。這些特征可包括價(jià)格、可靠性、價(jià)值、交付、及時(shí)、容易使用、對有害材料的使用和處置的要求、顧客服務(wù)或技術(shù)的支持、以及銷(xiāo)售關(guān)系等。關(guān)鍵的產(chǎn)品和服務(wù)特征以及在購買(mǎi)及相互關(guān)系上的決策[3.1a(2)]可考慮交易方式以及諸如保密性和安全性的因素。與組織關(guān)鍵產(chǎn)品和服務(wù)特性相關(guān)的績(jì)效結果在條目7.1中描述，與顧客的感知和行動(dòng)相關(guān)的績(jì)效結果在條目7.2中描述。

N5. For additional considerations on products, services,customers, and the business of nonprofit organizations, see Item P.1, Notes 6 and 7, and Item P.2, Note5.

N5. 對于非營(yíng)利組織在產(chǎn)品、服務(wù)、顧客及業(yè)務(wù)方面另外的考慮，請見(jiàn)條目P.1、注解6和7，和條目P.2、注解5。

3.2Customer Relationships and Satisfaction: How do you build relationships and grow customer satisfaction and loyalty? (45 pts.)                                 Process

3.2 顧客關(guān)系與滿(mǎn)意：組織如何建立關(guān)系及增強顧客滿(mǎn)意和忠誠？（45分）      過(guò)程

Describe HOW your organization builds relationships to acquire, satisfy, and retain CUSTOMERS and to increase CUSTOMER loyalty. Describe also HOW your organization determines CUSTOMER satisfaction and dissatisfaction.

說(shuō)明組織如何建立顧客關(guān)系以贏(yíng)得顧客、滿(mǎn)足和留住顧客，以及增強顧客忠誠。還應說(shuō)明組織如何確定顧客滿(mǎn)意程度和不滿(mǎn)意程度。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

a. CUSTOMER Relationship Building

a. 顧客關(guān)系的建立

(1) HOW do you build relationships to acquire CUSTOMERS, to meet and exceed their expectations, to increase loyalty and repeat business, and to gain positive referrals?

 (1)組織如何建立著(zhù)眼于贏(yíng)得顧客、滿(mǎn)足并超越其期望、提高其忠誠與重復惠顧、獲得良好口碑的顧客關(guān)系？

(2) HOW do your KEY access mechanisms enable CUSTOMERS to seek information, conduct business, and make complaints? What are your KEY access mechanisms? HOW do you determine KEY CUSTOMER contact requirements for each mode of CUSTOMER access? HOW do you ensure that these contact requirements are DEPLOYED to all people and PROCESSES involved in the CUSTOMER response chain?

(2)組織關(guān)鍵的顧客訪(fǎng)問(wèn)途徑是如何供顧客查詢(xún)信息、進(jìn)行交易和提出投訴的？組織的關(guān)鍵顧客訪(fǎng)問(wèn)途徑是什么？如何確定每種訪(fǎng)問(wèn)途徑的關(guān)鍵的顧客接觸要求？如何確保將這些接觸要求展開(kāi)到顧客反應鏈中的所有人員和過(guò)程？

 (3) HOW do you manage CUSTOMER complaints? HOW do you ensure that complaints are resolved EFFECTIVELY and promptly? HOW do you minimize CUSTOMER dissatisfaction and, as appropriate, loss of repeat business and referrals? HOW are complaints aggregated and analyzed for use in improvement throughout your organization and by your PARTNERS?

 (3)組織如何處理顧客投訴？如何確保投訴能得到有效、迅捷的解決？如何使顧客的不滿(mǎn)意、重復惠顧及顧客推薦（適用時(shí)）的流失減至最??？如何積累和分析投訴信息以供整個(gè)組織及合作伙伴改進(jìn)之用？

(4) HOW do you keep your APPROACHES to building relationships and providing CUSTOMER access current with business needs and directions?

 (4)如何使組織在建立顧客關(guān)系與提供顧客訪(fǎng)問(wèn)途徑方面的方法與經(jīng)營(yíng)需要及發(fā)展方向保持同步？

b. CUSTOMER Satisfaction Determination

b. 顧客滿(mǎn)意確定

(1) HOW do you determine CUSTOMER satisfaction, dissatisfaction, and loyalty?Howdo these determination methods differ among CUSTOMER groups? HOW do you ensure that your measurements capture actionable information for use in exceeding your CUSTOMERS expectations? HOW do you ensure that your measurements capture actionable information for use in securing your CUSTOMERS future business and gaining positive referrals, as appropriate? HOW do you use CUSTOMER satisfaction and dissatisfaction information for improvement?

 (1)組織如何確定顧客滿(mǎn)意、不滿(mǎn)意和忠誠？這些確定方法如何因顧客群而異？如何確保組織的測量能夠獲取可采取措施的信息用于超越顧客的期望？如何確保組織的測量能獲取可采取措施的信息用于贏(yíng)得未來(lái)的業(yè)務(wù)和獲得積極推薦（適用時(shí)回答）？如何將顧客滿(mǎn)意和不滿(mǎn)意的信息用于改進(jìn)？

(2) HOW do you follow up with CUSTOMERS on the quality of products, services, and transactions to receive prompt and actionable feedback?

(2)組織如何就產(chǎn)品、服務(wù)和交易的質(zhì)量對顧客進(jìn)行追蹤，以獲得及時(shí)的可采取措施的反饋？

(3) HOW do you obtain and use information on your CUSTOMERS satisfaction relative to their satisfaction with HOW do you obtain and use information on your CUSTOMERS your competitors? satisfaction relative to the CUSTOMER satisfaction LEVELS of other organizations providing similar products or services, and/or industry BENCHMARKS?

 (3)組織如何獲取和使用與競爭者相對照的顧客滿(mǎn)意信息？如何獲取并使用與其它提供類(lèi)似產(chǎn)品或服務(wù)的組織、和/或行業(yè)標桿相對照的顧客滿(mǎn)意程度信息？

(4) HOW do you keep your APPROACHES to determining satisfaction current with business needs and directions?

 (4)組織如何使其確定顧客滿(mǎn)意的方法與經(jīng)營(yíng)需要及發(fā)展方向保持同步？

Notes:

注解：

N1. Customer relationship building (3.2a) might include the development of partnerships or alliances with customers.

N1. 顧客關(guān)系建立(3.2a)可包括與顧客建立合作伙伴關(guān)系或聯(lián)盟關(guān)系。

N2. Determining customer satisfaction and dissatisfaction (3.2b) might include the use of any or all of the following: surveys, formal and informal feedback, customer account histories, complaints, win/loss analysis, and transaction completion rates. Information might be gathered on the Web, through personal contact or a third party, or by mail.

N2. 確定顧客滿(mǎn)意和不滿(mǎn)意(3.2b)包括應用以下某種或全部方法：調查、正式和非正式的反饋、顧客歷史數據、投訴、得/失分析以及交易成功率。這些信息的收集可通過(guò)互聯(lián)網(wǎng)、個(gè)人接觸、第三方或郵件。

N3. Customer satisfaction and dissatisfaction measurements (3.2b[1]) mightinclude both a numerical rating scaleand descriptors foreach unit in the scale. Actionable customer satisfactionmeasurements provide useful information about specific product and service features, delivery,relationships, and transactions that affect customers future actions“repeat business and positive referrals

N3. 顧客滿(mǎn)意測量[3.2b(1)]可包括一個(gè)數字化的等級量表以及對量表每一單位的闡釋?？刹扇〈胧┑念櫩蜐M(mǎn)意測量能就特定的產(chǎn)品和服務(wù)特征、交付、相互關(guān)系以及交易等提供諸多的有用信息，這些都會(huì )影響顧客的未來(lái)行為，即再次惠顧和良好口碑。

N4. Other organizations providing similar products or services (3.2b[3]) might include other organizations with whom you dont compete but provide similar products and services in other geographic areas or to different populations of people.

N4. 其它提供類(lèi)似產(chǎn)品和服務(wù)的組織[3.2b(3)]可包括那些與你沒(méi)有競爭關(guān)系但在不同地理區域或向不同人群提供類(lèi)似產(chǎn)品和服務(wù)的組織。

N5. Your customer satisfaction and dissatisfaction results should be reported in Item 7.2.

N5. 有關(guān)顧客滿(mǎn)意與不滿(mǎn)意結果應在條目7.2中報告。

N6. For some nonprofit organizations (e.g., some government agencies or charitable organizations), customers may be assigned or may be required to use your organization,and relationships may be short-term. For those organizations, relationship building (3.2a[1]) might be focused on meeting and exceeding expectations during the short-term relationship, resulting in positive comments to other people,including key stakeholders of your organization.

N6. 對于某些非營(yíng)利組織（如某些政府機構或慈善組織），顧客可能是被指派的和被要求的，且可能是短期關(guān)系。對這些組織來(lái)說(shuō)，關(guān)系建立[3.2a(1)]可以集中于在短期的接觸中滿(mǎn)足并超越其期望，從而產(chǎn)生能傳導至其它人，包括組織的關(guān)鍵的利益相關(guān)者的正面評價(jià)。

2 戰略策劃（85分）

HOW your organization develops STRATEGIC OBJECTIVES and ACTION PLANS. Also exThe Strategic Planning Category examines amined are HOW your chosen STRATEGIC OBJECTIVES and ACTION PLANS are DEPLOYED and changed if circumstances require, and HOWprogress is measured.

戰略策劃類(lèi)目檢查組織如何建立戰略目標和行動(dòng)計劃。同時(shí)也檢查組織如何實(shí)施其所選擇的戰略目標和行動(dòng)計劃，如何在客觀(guān)情況的要求下進(jìn)行改變，以及如何監測進(jìn)展情況。

2.1Strategy Development: How do you develop your strategy? (40 pts.)                    Process

2.1 戰略制定：組織如何制定戰略？（40分）                                過(guò)程

Describe HOW your organization determines its STRATEGIC CHALLENGES and advantages. Describe HOW your organization establishes its strategy and STRATEGIC OBJECTIVES to address these CHALLENGES and enhance its advantages. Summarize your organization°OsKEY STRATEGIC OBJECTIVES and their related GOALS.

說(shuō)明組織如何確定其戰略挑戰與戰略?xún)?yōu)勢？組織如何建立戰略和戰略目標，以應對組織的戰略挑戰并強化組織的戰略?xún)?yōu)勢。概述組織的關(guān)鍵戰略目標以及相關(guān)的目標值。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

a.Strategy Development PROCESS

a. 戰略制定過(guò)程

(1) HOW does your organization conduct its strategic planning? What are the KEY PROCESS steps? Who are the KEY participants? HOW does your PROCESS identify potential blind spots? HOW do you determine your STRATEGIC CHALLENGES and advantages, as identified in response to P.2 in your Organizational Profile?What are your short- and longer-term planning time horizons? HOW are these time horizons set? HOW does your strategic planning PROCESS address these time horizons?

 (1)組織如何進(jìn)行戰略策劃？關(guān)鍵過(guò)程步驟有哪些？誰(shuí)是關(guān)鍵參與者？過(guò)程如何識別潛在的盲點(diǎn)？組織如何確定在“組織簡(jiǎn)介”P(pán).2介紹的戰略挑戰和戰略?xún)?yōu)勢？組織長(cháng)、短期策劃的時(shí)間區間是怎樣的？這些時(shí)間區間是如何設定的？組織的戰略策劃過(guò)程如何與這些時(shí)間區間相適應？

(2) HOW do you ensure that strategic planning addresses the KEY factors listed below? HOW do you collect and analyze relevant data and information pertaining to these factors as part of your strategic planning PROCESS:

·your organizations strengths, weaknesses, opportunities, and threat

·early indications of major shifts in technology, markets, CUSTOMER preferences, competition, or the regulatory environment

·long-term organizational SUSTAINABILITY

·your ability to execute the strategic plan

 (2)組織如何確保戰略策劃考慮到下列這些關(guān)鍵因素？作為戰略策劃過(guò)程的一部分，組織如何收集和分析與下列關(guān)鍵因素相關(guān)的數據和信息？

·組織的優(yōu)勢、弱勢、機會(huì )和威脅；

·對在技術(shù)、市場(chǎng)、顧客偏好、競爭或法規環(huán)境方面的主要變化的早期跟蹤；

·組織的長(cháng)期可持續性；

·組織執行戰略規劃的能力。

b. STRATEGIC OBJECTIVES

b. 戰略目標

(1)What are your KEY STRATEGIC OBJECTIVES and your timetable for accomplishing them? What are your most important GOALS for these STRATEGIC OBJECTIVES?

 (1)組織的關(guān)鍵戰略目標及其完成的時(shí)間表是怎樣的？這些戰略目標中最重要的目標值是什么？

(2) HOW do your STRATEGIC OBJECTIVES address your STRATEGIC CHALLENGES and strategic advantages? HOW do your STRATEGIC OBJECTIVES address your opportunities for INNOVATION in products and services, operations, and the business model? HOW do you ensure that your STRATEGIC OBJECTIVES balance short- and longer-term challenges and opportunities? HOW do you ensure that your STRATEGIC OBJECTIVES balance the needs of all KEY STAKEHOLDERS?

 (2)組織的戰略目標如何體現其戰略挑戰和戰略?xún)?yōu)勢？組織的戰略目標如何考慮在產(chǎn)品、服務(wù)、運營(yíng)和商業(yè)模式方面的創(chuàng )新機會(huì )？如何確保戰略目標能平衡組織長(cháng)、短期的挑戰和機遇？如何確保戰略目標能平衡所有關(guān)鍵的利益相關(guān)者的需要。

Notes:

注解：

N1. Strategy development– refers to your organiztions approach (formal or informal) to preparing for the future. Strategy development might utilize various types of forecasts, projections, options, scenarios,knowledge (see 4.2b for relevant organizational knowledge), or other approaches to envisioning the future for purposes of decision making and resource allocation. Strategy development might involve participation by key suppliers, distributors, partners, and customers. For some nonprofit organizations, strategy development might involve participation by organizations providing similar services or drawing from the same donor population or volunteer workforce.

N1.“戰略制定”指組織應對未來(lái)的方法（正式的或非正式的）。戰略制定需要運用各種預測、估計、選擇、設想、知識（見(jiàn)4.2b中相關(guān)的組織知識）或其它方法來(lái)預見(jiàn)未來(lái)，以便做出決策和配置資源。制定戰略可能需要關(guān)鍵的供應商、分銷(xiāo)商、合作伙伴和顧客的參與；對某些非營(yíng)利組織，則可能需要那些提供類(lèi)似服務(wù)或依靠相同捐贈人群或志愿者的組織的參與。

N2. Strategy– should be interpreted broadly. Strate might be built around or lead to any or all of the following: new products, services, and markets; revenue growth via various approaches, including acquisitions,grants, and endowments; divestitures; new partnerships and alliances; and new employee or volunteer relationships. Strategy might be directed toward becoming a preferred supplier, a local supplier in each of your major customers or partners markets, a low-coproducer, a market innovator, or a high-end or customized product or service provider. It also might be directed toward meeting a community or public need.

N2.“戰略”應廣義地加以理解。戰略可以是圍繞或指向以下各項之一或全部而建立的：新的產(chǎn)品、服務(wù)和市場(chǎng)；包括收購、撥款和捐贈在內的各種方式的收入的增長(cháng)；分立；新的合作伙伴關(guān)系和聯(lián)盟；新的員工或志愿者關(guān)系等。戰略的目的是使組織成為更受歡迎的供應商、在每一個(gè)關(guān)鍵顧客市場(chǎng)上的本地供應商、低成本的生產(chǎn)者、市場(chǎng)創(chuàng )新者、高端或定制化產(chǎn)品或服務(wù)的提供者。戰略也可以是滿(mǎn)足社會(huì )或公共需求的方向。

N3. Your organizations strengths, weaknesses, opportunities, and threats (2.1a[2]) should address all factors that are key to your organizations future success, including the following, as appropriate: your customer and market needs, expectations, and opportunities;your opportunities for innovation and role model performance; your core competencies; your competitive environment and your performance relative to competitors and comparable organizations; your product life cycle; technological and other key innovations or changes that might affect your products and services and how you operate, as well as the rate of that innovation; your human and other resource needs; yourability to capitalize on diversity; your opportunities to redirect resources to higher-priority products, services,or areas; financial, societal, ethical, regulatory, technological, security, and other potential risks; your ability to prevent and respond to emergencies, including natural or other disasters; changes in the national or global economy; partner and supply chain needs, strengths,and weaknesses; changes in your parent organization;and other factors unique to your organization.

N3. 組織的優(yōu)勢、劣勢、機會(huì )和威脅[2.1a(2)]應該考慮了所有關(guān)系到組織未來(lái)成功的重要因素，具體如下（適用時(shí)）：顧客和市場(chǎng)的需要、期望和機會(huì )；組織的創(chuàng )新和成為績(jì)效典范的機會(huì )；組織的核心競爭力；組織面臨的競爭環(huán)境以及組織相對于競爭者和同類(lèi)組織的績(jì)效；產(chǎn)品的生命周期；可能會(huì )影響組織的產(chǎn)品、服務(wù)和運營(yíng)的技術(shù)和其他關(guān)鍵方面的創(chuàng )新或變化，以及創(chuàng )新的速率；人力資源和其它資源需求；組織利用差異性的能力；將資源調整到優(yōu)先度更高的產(chǎn)品、服務(wù)或領(lǐng)域上的機會(huì )；財經(jīng)、社會(huì )、道德、法規、技術(shù)、安全以及其他方面潛在的風(fēng)險；組織預防與應對突發(fā)事件的能力，包括自然的或其他災難；國內或全球經(jīng)濟的變化；合作伙伴和供應鏈的需要、優(yōu)勢及劣勢；母公司的變革；組織特有的其它因素。

N4. Your ability to execute the strategic plan (2.1a[2]) should address your ability to mobilize the necessary resources and knowledge. It also should address your organizational agility based on contingency plans or if circumstances require a shift in plans and rapid execution of new or changed plans.

N4. 組織執行戰略計劃的能力[2.1a(2)]應包括組織調動(dòng)必須的資源和知識的能力。也應包括基于偶然事件的規劃和因客觀(guān)情況要求規劃變更時(shí)的組織靈活性，以及對已變更的或新的規劃的快速執行。

N5. Strategic objectives that address key challenges and advantages (2.1b[2]) might include rapid response, customization, co-location with major customers or partners, workforce capability and capacity,specific joint ventures, virtual manufacturing, rapid innovation, ISO 9000:2000 or ISO 14000 registration,Web-based supplier and customer relationship management, and product and service quality enhancements. Responses to Item 2.1 should focus on your specific challenges and advantages“those most important to your ongoing success and to strengthening your organizations overall performance

N5. 應對關(guān)鍵挑戰和優(yōu)勢的戰略目標[2.1b(2)]可包括快速響應，定制化，與關(guān)鍵的顧客或合作伙伴協(xié)同定位，員工的能力與量能；特別的合資經(jīng)營(yíng)，精益制造，快速創(chuàng )新，ISO 9000：2000或ISO 14000認證，基于互聯(lián)網(wǎng)的供應商和顧客關(guān)系管理，以及產(chǎn)品和服務(wù)質(zhì)量提高。對于條目2.1的回答應集中于你所面對的特殊挑戰與優(yōu)勢，即對于組織的持續成功、提升組織的整體績(jì)效最為重要的因素。

N6. Item 2.1 addresses your overall organizational strategy, which might include changes in services,products, and product lines. However, the Item does not address product or service design; you should address these factors in Item 6.1, as appropriate.

N6. 條目2.1針對的是組織的整體戰略，可能會(huì )包括服務(wù)、產(chǎn)品和產(chǎn)品線(xiàn)的改變。但是，本條目并不涉及產(chǎn)品和服務(wù)的設計，需要時(shí)組織可在條目6.1中加以說(shuō)明。

2.2Strategy Deployment: How do you deploy your strategy? (45 pts.)           Process

2.2 戰略展開(kāi)：組織如何展開(kāi)戰略？（45分）                                過(guò)程

Describe HOW your organization converts its STRATEGIC OBJECTIVES into ACTION PLANS.Summarize your organization’sACTION PLANS and related KEY PERFORMANCE MEASURES or INDICATORS. Project your organization’s futurePERFOR MANCE relative to KEY comparisons on these PERFORMANCE MEASURES or INDICATORS.

Within your response, include answers to the following questions:

說(shuō)明組織如何將戰略目標轉化成行動(dòng)計劃。概述組織的行動(dòng)計劃及相關(guān)的關(guān)鍵績(jì)效測量項目或指標。預測組織未來(lái)相對于關(guān)鍵對比者在這些關(guān)鍵測量項目或指標上的績(jì)效。

在報告中，要答復以下問(wèn)題：

a. ACTION PLAN Development and DEPLOYMENT

a. 行動(dòng)計劃的制定和展開(kāi)

(1) HOW do you develop and DEPLOYACTION PLANS throughout the organization to achieve your KEY STRATEGIC OBJECTIVES? HOW do you ensure that the KEY outcomes of your ACTION PLANS can be sustained?

(1)組織如何在整個(gè)組織內制定和展開(kāi)行動(dòng)計劃以實(shí)現組織的關(guān)鍵戰略目標？組織如何確保行動(dòng)計劃的關(guān)鍵結果能夠保持？

(2) HOW do you ensure that adequate financial and other resources are available to support the accomplishment of your ACTION PLANS? HOW do you allocate these resources to support the accomplishment of the plans? HOW do you assess the financial and other risks associated with the plans? HOW do you balance resources to ensure adequate resources to meet current obligations?

 (2)組織如何確保有足夠的財務(wù)和其他資源用于支持組織行動(dòng)計劃的完成？組織如何分配這些資源來(lái)支持行動(dòng)計劃的完成？組織如何評估行動(dòng)計劃帶來(lái)的財務(wù)或其它風(fēng)險？組織如何平衡這些資源以確保有足夠的資源滿(mǎn)足當前的需要？

 (3) HOW do you establish and DEPLOY modified ACTION PLANS if circumstances require a shift in plans and rapid execution of new plans?

 (3)如果客觀(guān)情況要求對行動(dòng)計劃做出變更并快速執行新計劃時(shí)，組織如何建立并展開(kāi)修改后的行動(dòng)計劃？

 (4)What are your KEY short- and longer-term ACTION PLANS? What are the KEY planned changes, if any, in your products and services, your CUSTOMERS and markets, and how you willoperate?

 (4)組織的關(guān)鍵的長(cháng)、短期行動(dòng)計劃是怎樣的？在產(chǎn)品和服務(wù)、顧客和市場(chǎng)方面，組織可能會(huì )有哪些關(guān)鍵的預期變化？如果有，如何應對？

 (5)What are your KEY human resource plans to accomplish your short- and longer-term STRATEGIC OBJECTIVES and ACTION PLANS? HOW do the plans address potential impacts on people in your WORKFORCE and any potential changes to WORKFORCE CAPABILITY and CAPACITY needs?

 (5)由長(cháng)、短期戰略目標及行動(dòng)計劃導出的關(guān)鍵的人力資源計劃是怎樣的？對于為員工帶來(lái)的潛在壓力，以及在員工能力和配置需求上的潛在變化，這些計劃是如何應對的？

(6)What are your KEY PERFORMANCEMEASURES or INDICATORS for tracking progress on your ACTION PLANS? HOW do you ensure that your overall ACTION PLAN measurement system reinforces organizational ALIGNMENT? HOW do you ensure that the measurement system covers all KEY DEPLOYMENT areas and STAKEHOLDERS?

 (6)組織用來(lái)追蹤行動(dòng)計劃進(jìn)展情況的關(guān)鍵的績(jì)效測量項目或指標有哪些？組織如何確保整體的行動(dòng)計劃測量系統能夠強化組織的一致性？組織如何確保該測量系統覆蓋了所有關(guān)鍵的展開(kāi)領(lǐng)域和利益相關(guān)者？

b. PERFORMANCE PROJECTION

b. 績(jì)效預測

For the KEY PERFORMANCEMEASURES or INDICATORS identified in 2.2a(6), what are your PERFORMANCEPROJECTIONS for both your short- and longer-term planning time horizons? HOW are these PROJECTIONS determined? Howdoes your projected PERFORMANCE compare with the projected PERFORMANCE of your competitors or comparable organizations? How does it compare with KEY BENCHMARKS, GOALS, and past PERFORMANCE, as appropriate? HOW do you ensure progress so that you will meet your PROJECTIONS? If there are current or projected gaps in PERFORMANCE against your competitors or comparable organizations, HOW will you address them?

根據[2.2a(6)]中確定的關(guān)鍵績(jì)效指標，組織長(cháng)、短期計劃時(shí)間區間的預測績(jì)效是怎樣的？如何確定這些績(jì)效預測？組織如何將預測績(jì)效與競爭者或對照組織的預測績(jì)效相比較？如何將其與關(guān)鍵的標桿、目標及以往績(jì)效相比較(適用時(shí)回答)？如何確保過(guò)程符合預測？如果與競爭者或對照組織的當前和預測績(jì)效相比存在差距時(shí)，組織將如何應對？

Notes:

注解：

N1. Strategy and action plan development and deployment are closely linked to other Items in the Criteria.The following are examples of key linkages:

N1. 戰略和行動(dòng)計劃的制定與展開(kāi)與準則其他條目有著(zhù)密切的聯(lián)系。一些關(guān)鍵的聯(lián)系如：

·Item 1.1 for how your senior leaders set and communicate organizational direction;

·條目1.1中關(guān)于高層領(lǐng)導者如何設定組織的方向并相互溝通的要求；

·Category 3 for gathering customer and market knowledge as input to your strategy and action plans and for deploying action plans;

·類(lèi)目3中有關(guān)收集顧客和市場(chǎng)信息作為制定戰略和行動(dòng)計劃的輸入及展開(kāi)行動(dòng)計劃的要求；

·Category 4 for measurement, analysis, and knowl edgemanagement to support your key information needs,to support your development of strategy, to providean effective basis for your performance measurements, and to track progress relative to your strategic objectives and action plans;

·類(lèi)目4中為支持關(guān)鍵的信息需要、支持戰略制定、為績(jì)效測量提供一個(gè)有效的基礎及跟蹤相對于戰略目標和行動(dòng)計劃的進(jìn)展，而對信息、分析和知識管理的要求。

·Category 5 for meeting your workforce capability and capacity needs, for workforce development and learning system design and needs, and for implementing workforce-related changes resulting from action plans;

·類(lèi)目5中有關(guān)滿(mǎn)足員工能力與量能需要、員工發(fā)展與學(xué)習系統的設計及要求、源自行動(dòng)計劃且與人力資源相關(guān)的變化的執行；

·Category 6 for changes to work systems and work process requirements resulting from your action plans; and

·類(lèi)目6中有關(guān)源自行動(dòng)計劃的組織工作系統和工作過(guò)程需求的變化；

·Item 7.6 for specific accomplishments relative to your organizational strategy and action plans.

·條目7.6中有關(guān)組織的戰略和行動(dòng)計劃的具體成就方面的要求。

N2. Deployment of action plans (2.2a[1]) might include key partners, collaborators, and suppliers.

N2. 行動(dòng)計劃的展開(kāi)[2.2a(1)]可能會(huì )涉及關(guān)鍵的合作伙伴、協(xié)作者和供應商。

N3. Measures and indicators of projected performance (2.2b) might include changes resulting from new ventures; organizational acquisitions or mergers; new value creation; market entry and shifts; new legislative mandates, legal requirements, or industry standards;and significant anticipated innovations in products,services, and technology.

N3. 有關(guān)預測績(jì)效的測量項目和指標(2.2b)可包括新創(chuàng )辦事業(yè)、組織的收購或合并，新價(jià)值創(chuàng )造，市場(chǎng)的進(jìn)入和轉移而帶來(lái)的各種變化，新的立法授權、法制要求或行業(yè)標準，以及預計的產(chǎn)品、服務(wù)和技術(shù)上的顯著(zhù)創(chuàng )新。

 

核心競爭力指組織最顯著(zhù)專(zhuān)長(cháng)的領(lǐng)域。核心競爭力是那些使組織在所處的市場(chǎng)或服務(wù)環(huán)境中保持優(yōu)勢的具有戰略重要性的能力，其通常是那些競爭者或供應商和合作伙伴不易模仿、能給組織提供一個(gè)可持續競爭優(yōu)勢的能力。核心競爭力可包括專(zhuān)有技術(shù)、特有服務(wù)、獨占市場(chǎng)，或特殊的商務(wù)能力（如業(yè)務(wù)并購）。

1  領(lǐng)導（120分）

The Leadership Category examines HOW your organizations SENIOR LEADERS guide and sustain your organization. Also examined are your organizations GOVERNANCE and HOW your organization addresses its ethical, legal, and community responsibilities.

領(lǐng)導類(lèi)目檢查組織的高層領(lǐng)導者如何引領(lǐng)組織并保持組織可持續發(fā)展。也檢查組織的治理以及組織如何確立它的道德的、法律的和社會(huì )的責任。

1.1Senior Leadership: How do your senior leaders lead?(70 pts.)                         Process

1.1 高層領(lǐng)導：高層領(lǐng)導者是如何領(lǐng)導的？（70分）                          過(guò)程

Describe HOW SENIOR LEADERS guide and sustain your organization. Describe HOW SENIOR LEADERS communicate with your WORKFORCE and encourage HIGH PERFORMANCE.

說(shuō)明高層領(lǐng)導者如何引領(lǐng)組織并保持組織可持續發(fā)展。說(shuō)明高層領(lǐng)導者如何與員工溝通并鼓勵高績(jì)效。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

a. VISION and VALUES

 a. 愿景和價(jià)值觀(guān)

(1) HOW do SENIOR LEADERS set organizational VISION and VALUES? HOW do SENIOR LEADERS DEPLOY your organization VISION and VALUES through your LEADERSHIP SYSTEM, to the WORKFORCE, to KEY suppliers and PARTNERS, and to CUSTOMERS and other STAKEHOLDERS, as appropriate? HOW do SENIOR LEADERS personal actions reflect a commitment to the organizations VALUES?

(1)高層領(lǐng)導者如何確立組織的愿景和價(jià)值觀(guān)？高層領(lǐng)導者如何通過(guò)組織的領(lǐng)導系統將組織的愿景和價(jià)值觀(guān)展開(kāi)到全體員工、關(guān)鍵供應商和合作伙伴、顧客和其它利益相關(guān)者（適用時(shí)回答）？他們的個(gè)人行為如何反映出其對組織價(jià)值觀(guān)的承諾？

(2) HOW do SENIOR LEADERS personally promote an organizational environment that fosters, requires, and results in legal and ETHICAL BEHAVIOR?

(2)高層領(lǐng)導者如何身體力行地推動(dòng)一種培育、要求和實(shí)現守法行為和道德行為的環(huán)境？

(3) HOW do SENIOR LEADERS create a SUSTAINABLE organization? HOW do SENIOR LEADERS create an environment for organizational PERFORMANCE improvement, the accomplishment of your MISSION and STRATEGIC OBJECTIVES,INNOVATION, competitive or role model PERFORMANCE leadership, and organizational agility? HOW do they create an environment for organizational and WORKFORCE LEARNING? HOW do they personally participate in succession planning and the development of future organizational leaders?

 (3)高層領(lǐng)導者如何創(chuàng )建一個(gè)具有可持續性的組織？高層領(lǐng)導者如何創(chuàng )建一種促進(jìn)績(jì)效改進(jìn)、使命和戰略目標實(shí)現、創(chuàng )新、具有競爭力或領(lǐng)軍地位，以及保持敏捷性的環(huán)境？如何創(chuàng )建一種組織和員工學(xué)習的環(huán)境？他們如何親自參與組織繼任計劃和培養未來(lái)的領(lǐng)導者？

munication and Organizational PERFORMANCE

b. 溝通和組織績(jì)效

(1) HOW do SENIOR LEADERS communicate with and engage the entire WORKFORCE? HOW do SENIOR LEADERS encourage frank, two-way communication throughout the organization? HOW do SENIOR LEADERS communicate KEY decisions? HOW do SENIOR LEADERS take an active role in reward and recognition programs to reinforce HIGH PERFORMANCE and a CUSTOMER and business focus?

 (1) 高層領(lǐng)導者如何與組織的全體員工溝通并激發(fā)他們？高層領(lǐng)導如何鼓勵在整個(gè)組織內進(jìn)行坦誠的、雙向的溝通？高層領(lǐng)導是如何就關(guān)鍵決策進(jìn)行溝通？高層領(lǐng)導者如何在員工獎勵和認可方面擔當積極的角色以促進(jìn)高績(jì)效和強化以顧客和業(yè)務(wù)為中心？

(2) HOW do SENIOR LEADERS create a focus on action to accomplish the organizations objectives, improve PERFORMANCE, and attain its VISION? What PERFORMANCE MEASURES do SENIOR LEADERS regularly review to inform them on needed actions? HOW do SENIOR LEADERS include a focus on creating and balancing VALUE for CUSTOMERS and other STAKEHOLDERS in their organizational PERFORMANCE expectations?

 (2) 高層領(lǐng)導者如何確立對行動(dòng)的重視以完成組織的目標、改進(jìn)績(jì)效和達成愿景？高層領(lǐng)導定期評審哪些績(jì)效指標以便采取必要的行動(dòng)？高層領(lǐng)導者在組織的績(jì)效期望中如何顧及均衡地為顧客及其他利益相關(guān)者創(chuàng )造價(jià)值？

Notes:

注解：

N1. Organizational vision (1.1a[1]) should set the context for strategic objectives and action plans, which are described in Items 2.1 and 2.2.

N1. 組織的愿景[1.1a(1)]應為在條目2.1和2.2中闡述的戰略目標和行動(dòng)計劃設定前提。

N2. A sustainable organization (1.1a[3]) is capable of addressing current business needs and possesses the agility and strategic management to prepare successfully for its future business and market environment. In this context, the concept of innovation includesboth technological and organizational innovation to succeed in the future. A sustainable organization also ensures a safe and secure environment for the workforce and other key stakeholders.

N2. 一個(gè)可持續性的組織[1.1a(3)]有能力處理好當前的業(yè)務(wù)需要并具備成功應對未來(lái)業(yè)務(wù)和市場(chǎng)環(huán)境的戰略管理能力和敏捷性。從整個(gè)意義上說(shuō)，創(chuàng )新的內涵包括未來(lái)成功所必需的技術(shù)創(chuàng )新和組織創(chuàng )新。一個(gè)可持續組織還要確保為員工和其它關(guān)鍵的利益相關(guān)者提供一個(gè)安全可靠的環(huán)境。

N3. A focus on action (1.1b[2]) considers the workforce, the work systems, and the hard assets of yourorganization. It includes ongoing improvements in productivity that may be achieved through eliminating waste or reducing cycle time, and it might use techniques such as Six Sigma and Lean. It also includes the actions to accomplish your organization strategic objectives.

N3. 對行動(dòng)的重視[1.1b(2)]考慮了組織的員工、工作系統和固定資產(chǎn)。它不僅包括對生產(chǎn)力的持續改進(jìn)，這些改進(jìn)可以是通過(guò)消除廢品或減少生產(chǎn)周期來(lái)達到，也可導入六西格瑪和精益生產(chǎn)等技術(shù)；而且它也包括了為完成組織的戰略目標而采取的行動(dòng)。

N4. Your organizational performance results should be reported in Items 7.1C7.6

N4. 組織績(jì)效的結果應在條目7.1～7.6中進(jìn)行報告。

N5. For nonprofit organizations that rely on volunteers to accomplish their work, responses to 1.1b(1) also should discuss your efforts to communicate with and engage the volunteer workforce.

N5. 對于那些依靠志愿者來(lái)完成工作的非營(yíng)利組織，在1.1b(1)的匯報中應包含組織是如何溝通并激勵志愿者的。

 

1.2Governance and Social Responsibilities:

How do you govern and address your social responsibilities?(50pts.)               Process                                                    

1.2 治理和社會(huì )責任：組織怎樣治理和承擔社會(huì )責任？（50分）                過(guò)程

Describe your organization’s GOVERNANCE system. Describe HOW your organization addresses its responsibilities to the public, ensures ETHICAL BEHAVIOR, and practices good citizenship.

說(shuō)明組織的治理系統。說(shuō)明組織在承擔其公共責任、確保道德行為和履行良好公民義務(wù)方面是如何作為的。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

anizational GOVERNANCE

a. 組織的治理

(1) HOW does your organization review and achieve the following KEY aspects of your GOVERNANCE system:

 (1) 組織如何考慮和實(shí)現治理系統中的如下這些關(guān)鍵因素：

·accountability for managements action

·管理層行為的責任歸屬；

·fiscal accountability

·財務(wù)方面的責任歸屬；

·transparency in operations and selection of and disclosure policies for GOVERNANCE board members, as appropriate

·運營(yíng)的透明性以及治理機構成員選擇與公開(kāi)的政策（適用時(shí)回答）；

·independence in internal and external audits

·內、外部審計的獨立性；

protection of STAKEHOLDER and stockholder interests, as appropriate

·利益相關(guān)者和股東利益的保護（適用時(shí)回答）。

(2) HOW do you evaluate the PERFORMANCE of your SENIOR LEADERS, including the chief executive? HOW do you evaluate the PERFORMANCE of members of your GOVERNANCE board, as appropriate? HOW do SENIOR LEADERS and your GOVERNANCE board use these PERFORMANCE reviews to further develop and to improve both their personal leadership EFFECTIVENESS and that of your board and LEADERSHIPSYSTEM, as appropriate?

 (2)如何評價(jià)包括最高行政領(lǐng)導在內的高層領(lǐng)導者的績(jì)效？如何評價(jià)治理機構成員的績(jì)效（適用時(shí)回答）？高層領(lǐng)導者和治理機構如何運用這些績(jì)效評審結果來(lái)促進(jìn)組織的進(jìn)一步發(fā)展、改進(jìn)自身及治理機構和領(lǐng)導系統的領(lǐng)導有效性（適用時(shí)回答）？

b.Legal and ETHICAL BEHAVIOR

b. 法律和道德行為

(1) HOW do you address any adverse impacts on society of your products, services, and operations? HOW do you anticipate public concerns with current and future products, services, and operations? HOW do you prepare for these concerns in a proactive manner, including using resource-sustaining PROCESSES, as appropriate? What are your KEY compliance PROCESSES,MEASURES, and GOALS for achieving and surpassing regulatory and legal requirements, as appropriate? What are your KEY PROCESSES,MEASURES, and GOALS for addressing risks associated with your products, services, and operations?

 (1)組織如何處理產(chǎn)品、服務(wù)和運營(yíng)給社會(huì )帶來(lái)的任何不良影響？組織如何預測公眾對當前和未來(lái)的產(chǎn)品、服務(wù)和運營(yíng)的隱憂(yōu)？組織如何以一種主動(dòng)的方式來(lái)應對這些隱憂(yōu)，包括采用資源可持續利用的過(guò)程（適用時(shí)回答）？為達到或超過(guò)法律法規的要求，組織實(shí)施的關(guān)鍵過(guò)程、測量指標和目標是什么（適用時(shí)回答）？在應對組織的產(chǎn)品、服務(wù)和運營(yíng)的相關(guān)風(fēng)險方面，組織的關(guān)鍵過(guò)程、測量指標和目標是什么？

(2) HOW does your organization promote and ensure ETHICAL BEHAVIOR in all your interactions? What are your KEY PROCESSES and MEASURES or INDICATORS for enabling and monitoring ETHICAL BEHAVIOR in your GOVERNANCE structure, throughout your organization, and in interactions with CUSTOMERS, PARTNERS, and other STAKE HOLDERS? HOW do you monitor and respond to breaches of ETHICAL BEHAVIOR?

 (2)組織如何倡導并確保在所有的交往中的道德行為？組織用以推動(dòng)并監測在治理結構、整個(gè)組織內部以及在與顧客、合作伙伴及其它利益相關(guān)者的交往中的道德行為的關(guān)鍵過(guò)程、測量指標是什么？組織如何監控和處理違反道德的行為？

c.Support of KEY Communities

c. 對關(guān)鍵社區的支持

HOW does your organization actively support and strengthen your KEY communities? HOW do you identify KEY communities and determine areas of emphasis for organizational involvement and support? What are your KEY communities? HOW do your SENIOR LEADERS, in concert with your WORKFORCE, contribute to improving these communities?

組織如何積極地支持和強化關(guān)鍵的社區？如何確定關(guān)鍵的社區并決定組織參與和支持的重點(diǎn)領(lǐng)域？組織的關(guān)鍵社區都有哪些？高層領(lǐng)導者和員工如何為這些社區的改進(jìn)做出貢獻？

Notes:

注解：

N1. Societal responsibilities in areas critical to your organizations ongoing success also should be addresse in Strategy Development (Item 2.1) and in Process Management (Category 6). Key results, such as results of regulatory and legal compliance (including the results of mandated financial audits), environmental improvements through use of green– technology other means, or conservation activities, should be reported as Leadership Outcomes(Item 7.6).

N1. 對于能影響組織持續成功至關(guān)重要的那些領(lǐng)域中的社會(huì )責任，也應該在戰略制定（條目2.1）和過(guò)程管理（類(lèi)目6）中予以闡述。諸如符合法律法規的結果（包括強制性的財務(wù)審計結果），采用“綠色”技術(shù)或其它方式、或通過(guò)資源保護取得的改善環(huán)境的結果等，這些關(guān)鍵結果都應在“領(lǐng)導結果（條目7.6）”中予以報告。

N2. Transparency in operations of your governance board (1.2a[1]) should include your internal controls on governance processes. For some nonprofit organizations, a external advisory board may provide some or all of the governance board functions. For those nonprofit organizations that serve as stewards of public funds, stewardship of those funds and transparency in operations are areas of emphasis.

N2. 治理機構運營(yíng)的透明性[1.2a(1)]應包括對治理過(guò)程的內部控制。對于一些非營(yíng)利組織，外部顧問(wèn)委員會(huì )可以提供部分或全部的治理機構職能。對于那些管理公共基金服務(wù)的非營(yíng)利組織，基金服務(wù)和運營(yíng)的透明性是重點(diǎn)的領(lǐng)域。

N3. Leadership performance evaluation (1.2a[2]) might be supported by peer reviews, formal performance management reviews (5.1b), and formal or informal workforce and other stakeholder feedback and surveys. For some nonprofit and government organizations,external advisory boards might evaluate the performance of senior leaders and the governance board.

N3. 領(lǐng)導績(jì)效評價(jià)[1.2a(2)]可依據同行評審、正式的績(jì)效管理評審（5.1b）、正式或非正式的員工和其它利益相關(guān)者的反饋和調查。對一些非營(yíng)利和政府組織，也可請外部的顧問(wèn)組來(lái)評價(jià)高層領(lǐng)導者和治理機構的績(jì)效。

N4. Measures or indicators of ethical behavior (1.2b[2]) might include the percentage of independent board members, measures of relationships with stockholder and nonstockholder constituencies, instances of ethical conduct breaches and responses, survey results on workforce perceptions of organizational ethics, ethics hotline use, and results of ethics reviews and audits.They also might include evidence that policies, workforce training, and monitoring systems are in place with respect to conflicts of interest and proper use of funds.

N4. 道德行為的測量項目和指標[1.2b(2)]可包括獨立董事的百分比，與股東及非股東群體關(guān)系的指標，違反道德行為及做出處理的例子，員工對組織道德觀(guān)認知的調查結果，道德熱線(xiàn)的使用情況，以及道德審查審核的結果。這些指標也包括這樣的證據，證明組織有合適的政策，人員培訓，監測系統來(lái)處理利益沖突和合理使用資金。

N5.Areas of community support appropriate for inclusion in 1.2c might include your efforts to strengthen local community services, education, and health; the environment, including collaborative activities to conserve the environment or natural resources; and practices of trade, business, or professional associations.

N5. 1.2c中的社區支持，可包括為改進(jìn)當地社區的服務(wù)、教育、醫療、環(huán)境（包括保護環(huán)境或自然資源的合作活動(dòng)）、貿易、經(jīng)營(yíng)、專(zhuān)業(yè)社團方面做出的努力。

N6. The health and safety of your workforce are not addressed in Item 1.2; you should address these employee factors in Item 5.2.

N6. 員工的健康和安全不在條目1.2中說(shuō)明，可以在條目5.2的員工因素中說(shuō)明。

N7. Nonprofit organizations should report in 1.2b(1), as appropriate, how they address the legal and regulatory requirements and standards that govern fundraising and lobbying activities.

N7. 非營(yíng)利組織應在1.2b(1)中報告他們如何應對那些管理籌款和游說(shuō)活動(dòng)的法律法規要求和標準（適用時(shí)）。

N8. For some charitable organizations, support for key communities (1.2c) may occur totally through the missionrelated activities of the organization. In such cases, it is appropriate to respond with any extra efforts– you devote support of these communities.

N8. 一些慈善組織對關(guān)鍵社區的支持（1.2C）可能完全是根據與組織使命相關(guān)的活動(dòng)而發(fā)生的。在此情況下，組織可匯報其致力于支持這些社區的“額外努力”。

 

Item responses are assessed by considering the Criteria Item requirements; your key business factors presented in your Organizational Profile; and the maturity of your approaches, breadth of their deployment, and strength of your improvement process and results relative to the Scoring System. Refer to the Scoring System information.

對條目回應情況的評價(jià)基于：條目要求，組織簡(jiǎn)介中闡述的關(guān)鍵業(yè)務(wù)因素，方法的成熟度及展開(kāi)的廣度，以及改進(jìn)過(guò)程和結果相對于“評分系統”的強度。參見(jiàn)評分系統的信息。

      CRITERIAFOR PERFORMANCE EXCELLENCE

 

                            卓越績(jì)效評價(jià)準則

Importance of Beginning With Your Organizational Profile

從組織簡(jiǎn)介開(kāi)始的重要性：

Your Organizational Profile is critically important because:

關(guān)于組織的簡(jiǎn)介十分重要，因為：

. it is the most appropriate starting point for self-assessment and for writing an application;

·它是自我評價(jià)及撰寫(xiě)申請材料的最恰當的起點(diǎn)；

.it helps you identify potential gaps in key information and focus on key performance requirements and results;

·它有助于組織明確關(guān)鍵信息中可能存在的差距并聚焦于關(guān)鍵的績(jì)效要求和結果；

.it is used by the Examiners and Judges in application review, including the site visit, to understand your organization and what you consider important (you will be assessed using the Criteria requirements in relation to your organizations environment, relationships, influences, and challenges, as presented in your Organizational Profile); and

·評審員和評委在開(kāi)展評審工作，包括現場(chǎng)審核時(shí)，據此來(lái)了解申獎組織，了解申獎組織認為重要的那些方面（申獎組織將會(huì )被依據準則要求，對照在組織簡(jiǎn)介中描述的環(huán)境、關(guān)系、影響和挑戰來(lái)進(jìn)行評價(jià)）；

.it also may be used by itself for an initial self-assessment. If you identify topics for which conflicting, little, or no information is available, it is possible that the Organizational Profile can serve as your complete assessment, and you can use these topics for action planning.

·它本身也可作為初步的自我評價(jià)。如果組織發(fā)現某些主題信息互相矛盾、很少信息或是根本沒(méi)有信息，則組織簡(jiǎn)介或許就起到了一次全面評價(jià)的作用，組織就可以針對這些主題來(lái)計劃行動(dòng)。

P  Preface:Organizational Profile

P 前言：組織簡(jiǎn)介

The Organizational Profile is a snapshot of your organization, the KEY influences on HOW you operate, and the KEY challenges you face.

組織簡(jiǎn)介是有關(guān)組織、組織運營(yíng)的關(guān)鍵影響因素以及組織所面臨的關(guān)鍵挑戰的一個(gè)簡(jiǎn)要的描述。

P.1OrganizationalDescription: What are your key organizational characteristics?

P.1 組織的概況：組織的關(guān)鍵特征是什么？

Describe your organization°Os operating environment and yourKEY relationships with CUSTOMERS, suppliers,PARTNERS, and STAKEHOLDERS.

說(shuō)明組織的經(jīng)營(yíng)環(huán)境以及與顧客、供應商、合作伙伴和利益相關(guān)者的關(guān)鍵關(guān)系。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

anizationalEnvironment

a. 組織的環(huán)境

 (1)What are your organizations main products and services? What are the delivery mechanisms used t provide your products and services to your CUSTOMERS?

 (1)組織的主要產(chǎn)品和服務(wù)是什么？將產(chǎn)品和服務(wù)提供給顧客的交付機制是怎樣的？

(2)What is your organizational culture? What are your stated PURPOSE, VISION,MISSION, and VALUES?

(2)組織的文化是什么？組織所主張的宗旨、愿景、使命及價(jià)值觀(guān)是什么？

(3)What is your WORKFORCE profile? What are your WORKFORCE or employee groups and SEGMENTS? What are their KEY requirements and expectations? What are their education levels? What are your organizations WORKFORCE and job DIVERSITY, organized bargaining units, KEY benefits, and special health and safety requirements?

(3)組織的員工概況是怎樣的？員工或雇員群體和細分情況是怎樣的？他們關(guān)鍵的需求和期望是什么？員工的教育水平如何？說(shuō)明員工構成和職位構成的多樣性、組織化的勞資談判單位、關(guān)鍵利益以及特殊的健康和安全要求是什么？

(4)What are your major facilities, technologies, and equipment?

(4)組織主要的設備、技術(shù)和設施是怎樣的？

(5)What is the regulatory environment under which your organization operates? What are the applicable occupational health and safety regulations; accreditation, certification, or registration requirements; relevant industry standards; and environmental, financial, and product regulations?

(5)組織運營(yíng)的法規環(huán)境是怎樣的？有哪些適用的職業(yè)安全和健康法規，認可、認證或注冊的要求，相關(guān)行業(yè)標準，環(huán)境、財務(wù)及產(chǎn)品的法規？

anizationalRelationships

b. 組織的關(guān)系

(1)What are your organizational structure and GOVERNANCE system? What are the reporting relationships among your GOVERNANCE board, SENIOR LEADERS, and parent organization, as appropriate?

(1)組織的結構和治理體制是怎樣的？組織的治理機構、高層領(lǐng)導者和隸屬公司之間的報告關(guān)系是怎樣的（適用時(shí)回答）？

(2)What are your KEY CUSTOMER and STAKEHOLDER groups and market SEGMENTS, as appropriate? What are their KEY requirements and expectations for your products, services, and operations? What are the differences in these requirements and expectations among CUSTOMER and STAKEHOLDER groups and market SEGMENTS?

(2)組織的關(guān)鍵顧客和利益相關(guān)者群體以及細分市場(chǎng)是怎樣的（適用時(shí)回答）？他們對組織的產(chǎn)品、服務(wù)和運營(yíng)的關(guān)鍵要求和期望是什么？不同的顧客和利益相關(guān)者群體以及細分市場(chǎng)在要求和期望方面有何差異？

(3)What are your most important types of suppliers, PARTNERS, COLLABORATORS, and distributors? What role do these suppliers, PARTNERS, COLLABORATORS, and distributors play in your WORK SYSTEMS and the production and delivery of your KEY products and services? What role, if any, do they play in your organizational INNOVATION PROCESSES? What are your most important supply chain requirements?

(3)組織最重要的供應商、協(xié)作者、合作伙伴和分銷(xiāo)商類(lèi)型是怎樣的？這些供應商、協(xié)作者、合作伙伴和分銷(xiāo)商在組織的工作系統以及組織關(guān)鍵產(chǎn)品和服務(wù)的生產(chǎn)與交付中起到什么樣的作用？他們在組織的創(chuàng )新過(guò)程中具有什么作用（如果有的話(huà)）？組織最重要的供應鏈的要求是什么？

(4)What are your KEY supplier and CUSTOMER partnering relationship and communication mechanisms?

(4)組織與關(guān)鍵供應商和顧客的合作關(guān)系及溝通機制是怎樣的？

Notes：

注解：

N1. Mechanisms for product and service delivery to your end-use customers (P.1a[1]) might be direct or through dealers,distributors, collaborators, or channel partners.

N1. 將產(chǎn)品和服務(wù)提供給終端顧客的機制[P.1a(1)]可以是直接的，也可以是通過(guò)經(jīng)銷(xiāo)商、分銷(xiāo)商、協(xié)作者或其他渠道合作伙伴來(lái)實(shí)現。

N2. Workforce or employee groups and segments (including organized bargaining units) (P.1a[3]) might be based on the type of employment or contract reporting relationship, location, tour of duty, work environment, family-friendly policies, or other factors.

N2. 員工或雇員群體與細分（包括組織化的勞資談判單位）[P.1a(3)]可以基于雇用類(lèi)型或者合同報告關(guān)系、場(chǎng)所、任期、工作環(huán)境、親善政策，或者其他因素。

N3. Market segments (P.1b[2]) might be based on product or service lines or features, distribution channels, business volume, geography, or other factors that are important to your organization to define related market characteristics.

N3. 市場(chǎng)細分[P.1b(2)]可以是基于產(chǎn)品或服務(wù)線(xiàn)或其特性、分銷(xiāo)渠道、業(yè)務(wù)量、地理區域，或能使組織確定相關(guān)市場(chǎng)特征的其它重要因素。

N4. Customer and stakeholder group and market segment requirements (P.1b[2]) might include on-time delivery, low defect levels, safety, security,ongoing price reductions, electronic communication, rapid response, after-sales service, socially responsible behavior,and community service. For some nonprofit organizations,requirements also might include administrative cost reductions, at-home services, rapid response to emergencies, and multilingual services.

N4. 顧客和利益相關(guān)者群體以及細分市場(chǎng)的要求[P.1b(2)]可包括及時(shí)交貨、低缺陷水平、安全保證、持續降低的價(jià)格、電子通訊、快速響應、售后服務(wù)、對社會(huì )負責的行為及社區服務(wù)。對于某些非營(yíng)利機構，上述要求可包括行政成本減少、上門(mén)服務(wù)、緊急情況下的快速響應和多語(yǔ)言服務(wù)。

N5. Communication mechanisms (P.1b[4]) should be two-way and might be in person, via e-mail, Web-based, or by telephone. For many organizations, thesemechanisms may change as marketplace, customer, or stakeholder requirements change.

N5. 溝通機制[P.1b(4)]應該是雙向的，可以是當面的、也可以通過(guò)電子郵件、互聯(lián)網(wǎng)、或者電話(huà)的方式進(jìn)行。對于許多組織而言，這些溝通機制會(huì )隨著(zhù)市場(chǎng)、顧客或利益相關(guān)者要求的變化而變化。

N6. While some nonprofit organizations offer products and services (P.1a[1]), many might appropriately interpret this phrase as programs or projects and services.

N6. 某些非營(yíng)利組織在提供“產(chǎn)品和服務(wù)”時(shí)[P.1a(1)]，可將這個(gè)短語(yǔ)適當地表述為“計劃或項目和服務(wù)”。

N7. Customers (P.1a[1]) are the users and potential users of your products, programs, and services. In some nonprofit organizations, customers might include members, taxpayers,citizens, recipients, clients, and beneficiaries. Market segments might be referred to as constituencies.

N7. 顧客[P.1a(1)]是指組織的產(chǎn)品、計劃和服務(wù)的用戶(hù)和潛在用戶(hù)。在某些非營(yíng)利組織里，顧客可包括會(huì )員、納稅人、公民、接受者、客戶(hù)和受益人。細分市場(chǎng)也可指一批批的顧客。

N8. Many nonprofit organizations rely heavily on volunteers to accomplish their work.These organizations should include volunteers in the discussion of their workforce (P.1a[3]).

N8. 許多非營(yíng)利組織在很大程度上依賴(lài)志愿者完成他們的工作。這些組織在[P.1a(3)]員工論題中應將志愿者包含在內。

N9. For nonprofit organizations, relevant industry standards (P.1a[5]) might include industrywide codes of conduct and policy guidance.The term industry– is used througho the Criteria to refer to the sector in which you operate. For nonprofit organizations, this sector might be charitable organizations, professional associations and societies, religious organizations, or government entities“or a subsector oone of these.

N9. 對于非營(yíng)利組織，相關(guān)行業(yè)標準[P.1a(5)]可包括全行業(yè)的行為守則和政策指引。準則中通篇使用的“行業(yè)”一詞指組織運行所處的界別。對非營(yíng)利組織，這個(gè)界別可以是慈善組織、專(zhuān)業(yè)的協(xié)會(huì )或社團、宗教組織或政府機構，也可以是這些組織的下屬單位。

N10. For some nonprofit organizations, governance and reporting relationships (P.1b[1]) might include relationships with major agency, foundation, or other funding sources.

N10. 對于某些非營(yíng)利組織，治理和報告關(guān)系[P.1b(1)]可包括與大機構、基金會(huì )或其他基金來(lái)源的關(guān)系。

 

Frequently, several questions are grouped under one number (e.g., P.1a[3]). These questions are related and do not require separate responses. These multiple questions serve as a guide in understanding the full meaning of the information being requested.

若干個(gè)問(wèn)題常常結合在同一個(gè)編號之下[如P.1a(3)]。這些問(wèn)題是互相關(guān)聯(lián)的，并不要求分別回答。多重的問(wèn)題有助于理解所要求信息的全部含義。

Item notes serve three purposes: (1) to clarify terms or requirements presented in an Item, (2) to give Instructions on responding to the Item requirements, and (3) to indicate key linkages to other Items. In all cases, the intent is to help you respond to the Item requirements.

條目的注解有三個(gè)目的：(1)闡明條目中的術(shù)語(yǔ)或要求；(2)提供回答條目要求的指導；(3)指出與其他條目的關(guān)鍵聯(lián)系。所有情況下，都是旨在幫助你就條目要求做出回答。

P.2OrganizationalChallenges: What are your key organizational challenges?

P.2 組織的挑戰：組織的關(guān)鍵挑戰是什么？

Describe your organization’s competitive environment, yourKEY STRATEGIC CHALLENGES and advantages, and your system for PERFORMANCE improvement.

說(shuō)明組織面臨的競爭環(huán)境、關(guān)鍵的戰略性挑戰與優(yōu)勢，以及績(jì)效改進(jìn)系統。

Within your response, include answers to the following questions:

在報告中，要答復以下問(wèn)題：

petitive Environment

a. 競爭環(huán)境

(1)What is your competitive position? What is your relative size and growth in your industry or markets served? What are the numbers and types of competitors for your organization?

 (1)組織處于什么樣的競爭位置？在行業(yè)內或所在的市場(chǎng)上，組織的相對規模和成長(cháng)情況如何？組織的競爭者的數量和類(lèi)型如何？

(2)What are the principal factors that determine your success relative to your competitors? What are any KEY changes taking place that affect your competitive situation, including opportunities for INNOVATION and collaboration, as appropriate?

 (2)決定組織能否超過(guò)競爭者、取得成功最關(guān)鍵的因素是什么？正在影響組織競爭地位的關(guān)鍵變化有哪些？包括創(chuàng )新與合作的機會(huì )（適用時(shí)回答）。

(3)What are your KEY available sources of comparative and competitive data from within your industry? What are your KEY available sources of comparative data from outside your industry? What limitations,if any, are there in your ability to obtain these data?

 (3)在行業(yè)中，組織可獲得的比較性和競爭性數據的關(guān)鍵來(lái)源有哪些？從行業(yè)外取得比較性數據的關(guān)鍵來(lái)源有哪些？組織在獲得這些數據的能力方面有無(wú)什么局限性？

b.Strategic Context

b. 戰略背景

What are your KEY business, operational, and human resource STRATEGIC CHALLENGES and advantages? What are your KEY STRATEGIC CHALLENGES and advantages associated with organizational SUSTAINABILITY?

組織在關(guān)鍵業(yè)務(wù)、運營(yíng)和人力資源方面所面臨的戰略挑戰與戰略?xún)?yōu)勢是什么？在組織的可持續發(fā)展方面所面臨的戰略挑戰與戰略?xún)?yōu)勢又是什么？

c. PERFORMANCE ImprovementSystem

c. 績(jì)效改進(jìn)系統

What are the KEY elements of your PERFORMANCE improvement system, including your evaluation and LEARNING PROCESSES

組織的績(jì)效改進(jìn)系統，包括評價(jià)與學(xué)習過(guò)程在內，有哪些要素？

Notes:

注解：

N1. Principal factors (P.2a[2]) might include differentiators such as your price leadership, design services, innovation rate, geographic proximity, accessibility,and warranty and product options. For some nonprofit organizations, differentiators also might include your relative influence with decision makers, ratio of administrative costs to programmatic contributions, reputation for program or service delivery, and wait times for service.

N1. 關(guān)鍵因素[P.2a(2)]可包括諸如價(jià)格領(lǐng)先、設計服務(wù)、創(chuàng )新速率、地理優(yōu)勢、易獲取性、以及擔保和產(chǎn)品可選配置之類(lèi)的差異化因素。對于某些非營(yíng)利組織，差異化因素還可包括與決策者之間的相互影響、行政成本與計劃貢獻的比率、所提供項目或服務(wù)的聲譽(yù)、以及服務(wù)的等待時(shí)間。

N2. Strategic challenges and advantages (P.2b) might relate to technology, products, your operations, your industry, globalization, your value chain, and people.

N2. 戰略挑戰與戰略?xún)?yōu)勢(P.2b)可能與技術(shù)、產(chǎn)品、組織運營(yíng)、組織所處的行業(yè)、全球化、組織的價(jià)值鏈以及人員相關(guān)。

N3. Performance improvement (P.2c) is an assessment dimension used in the Scoring System to evaluate the maturity of organizational approaches and deployment . This question is intended to help you and the Baldrige Examiners set an overall context for your approach to performance improvement. Overall approaches to performance improvement(p.2c) might include implementing a Lean Enterprise System,applying Six Sigma methodology, using ISO 9000:2000 standards, or employing other process improvement tools.

N3. 績(jì)效改進(jìn)(P.2c)是評分系統中使用的評價(jià)尺度，用以評價(jià)組織的方法和展開(kāi)的成熟度。這一問(wèn)題旨在幫助組織和質(zhì)量獎評審人員對組織績(jì)效改進(jìn)方法有一個(gè)整體的背景性的認識。過(guò)程改進(jìn)的總體方法(P.2c)可以包括實(shí)施精益系統，應用六西格瑪方法，采用ISO 9000：2000標準，或應用其它過(guò)程改進(jìn)工具。

N4. Nonprofit organizations frequently are in a very competitive environment; they often must compete with other organizations and with alternative sources for similar services to secure financial and volunteer resources, membership, visibility in appropriate communities, and media attention.

N4. 非營(yíng)利組織通常處在一個(gè)激烈競爭的環(huán)境中。他們必須經(jīng)常與其它組織或能提供類(lèi)似服務(wù)的機構進(jìn)行競爭，以爭奪財政的及志愿者的資源、會(huì )員資格、相關(guān)社區的知名度以及媒體關(guān)注等。

N5. For nonprofit organizations, the term business (P.2b) is used throughout the Criteria to refer to your main mission area or enterprise activity.

N5. 對于非營(yíng)利組織，準則中使用的“業(yè)務(wù)”(P.2b)一詞指的是組織的核心使命或事業(yè)。

 

Page Limit

篇幅限制

For Baldrige Award applicants, the Organizational Profile is limited to five pages. These pages are not counted in the overall application page limit. Typing and formatting instructions for the Organizational Profile are the same as for the application. These instructions are given in the Baldrige Award Application Forms。

波多里奇質(zhì)量獎申請者的組織簡(jiǎn)介應不多于5頁(yè)。組織簡(jiǎn)介的內容不計入整體申請材料內。簡(jiǎn)介的文字及格式要求與申請材料一樣。這些要求列在波多里奇質(zhì)量獎申報表中。