Self‐assessment practices in large organisations

Abstract

The performance of self‐assessment and the various tools for conducting self‐assessment have been frequently debated in the literature. This paper discusses the complete process of self‐assessment and how organisations use the EFQM excellence model in real‐life situations. The research, reflected in this paper, comprises experiences from nine large organisations. There is no universal method for self‐assessment. On the contrary, findings indicate that several approaches to self‐assessment are successful as long as they fit the organisation, are used continuously, and foster participation. Organisations sometimes overlook the need to establish structured ways of prioritising actions for improvement, creating possibilities for sharing experiences, collecting feedback, and developing work procedures. It is also crucial to understand that self‐assessment has no end in itself as a separate activity. We claim that self‐assessment must be considered from a holistic perspective in order to realise its full potential.

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