1396 lines
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1396 lines
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) or <strong>https://</strong> means you’ve safely connected to the .gov website. Share sensitive information only on official, secure websites.
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|
|
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|
|
<div class="usa-overlay"></div>
|
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<header class="usa-header nist-header--www nist-header--minimal" role="banner">
|
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<div class="usa-navbar">
|
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<div class="usa-logo flex-fill">
|
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|
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<a href="/" title="National Institute of Standards and Technology" aria-label="Home">
|
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|
|
<img src="/libraries/nist-component-library/dist/img/logo/logo.svg" alt="National Institute of Standards and Technology" width="300px" height="80px" />
|
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|
|
</a>
|
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|
|
</div>
|
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|
|
<div class="usa-header__right grid-row flex-auto">
|
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|
|
<div class="grid-col-fill nist-header__search-group">
|
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|
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|
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|
|
<form class="usa-search usa-search--small"
|
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|
|
accept-charset="UTF-8"
|
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|
|
action="/search"
|
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id="search_form"
|
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|
|
method="get">
|
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|
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<div role="search">
|
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<label class="usa-sr-only" for="search-form">Search NIST</label>
|
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<input class="usa-input" id="search-form" type="search" name="s" placeholder="Search NIST" required="" maxlength="128">
|
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|
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<button class="usa-button" type="submit"><img src="/libraries/nist-component-library/dist/img/usa-icons-bg/search--white.svg" class="usa-search__submit-icon" alt="Search"></button>
|
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|
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</div>
|
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</form>
|
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</div>
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<div class="grid-col-auto padding-left-1">
|
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<button class="usa-menu-btn">Menu</button>
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</div>
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</div>
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</div>
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|
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<nav aria-label="Primary navigation" class="usa-nav">
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<div class="usa-nav__inner">
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<button class="usa-nav__close">Close</button>
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<ul class="usa-nav__primary usa-accordion">
|
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<li class="usa-nav__primary-item">
|
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<a class="usa-nav__link" href="/publications">Publications</a>
|
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</li>
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<li class="usa-nav__primary-item">
|
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<button class="usa-accordion__button usa-nav__link" aria-expanded="false" aria-controls="primary_menu-2"><span>What We Do</span></button>
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<div class="tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
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<li class="usa-nav__submenu-item">
|
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<a href="/topics" class="usa-nav__link">All Topics</a>
|
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<a href="/advanced-communications" class="usa-nav__link">Advanced communications</a>
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<a href="/artificial-intelligence" class="usa-nav__link">Artificial intelligence</a>
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<a href="/bioscience" class="usa-nav__link">Bioscience</a>
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<a href="/buildings-construction" class="usa-nav__link">Buildings and construction</a>
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<a href="/chemistry" class="usa-nav__link">Chemistry</a>
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|
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<a href="/cybersecurity" class="usa-nav__link">Cybersecurity</a>
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<a href="/electronics" class="usa-nav__link">Electronics</a>
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<a href="/energy" class="usa-nav__link">Energy</a>
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</ul></div><div class="column-break tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
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<a href="/environment" class="usa-nav__link">Environment</a>
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<a href="/fire" class="usa-nav__link">Fire</a>
|
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<li class="usa-nav__submenu-item">
|
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<a href="/forensic-science" class="usa-nav__link">Forensic science</a>
|
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<a href="/health" class="usa-nav__link">Health</a>
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<li class="usa-nav__submenu-item">
|
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<a href="/information-technology" class="usa-nav__link">Information technology</a>
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</li>
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<li class="usa-nav__submenu-item">
|
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<a href="/infrastructure" class="usa-nav__link">Infrastructure</a>
|
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</li>
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<li class="usa-nav__submenu-item">
|
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<a href="/manufacturing" class="usa-nav__link">Manufacturing</a>
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</li>
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<li class="usa-nav__submenu-item">
|
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<a href="/materials" class="usa-nav__link">Materials</a>
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</li>
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<li class="usa-nav__submenu-item">
|
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<a href="/mathematics-statistics" class="usa-nav__link">Mathematics and statistics</a>
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</li>
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</ul></div><div class="column-break tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
|
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<li class="usa-nav__submenu-item">
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<a href="/metrology" class="usa-nav__link">Metrology</a>
|
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|
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</li>
|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/nanotechnology" class="usa-nav__link">Nanotechnology</a>
|
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|
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</li>
|
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/neutron-research" class="usa-nav__link">Neutron research</a>
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|
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</li>
|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/performance-excellence" class="usa-nav__link">Performance excellence</a>
|
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|
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</li>
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<li class="usa-nav__submenu-item">
|
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<a href="/physics" class="usa-nav__link">Physics</a>
|
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|
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</li>
|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/public-safety" class="usa-nav__link">Public safety</a>
|
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|
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</li>
|
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/quantum-information-science" class="usa-nav__link">Quantum information science</a>
|
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|
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</li>
|
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/resilience" class="usa-nav__link">Resilience</a>
|
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|
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</li>
|
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/standards" class="usa-nav__link">Standards</a>
|
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|
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</li>
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/transportation" class="usa-nav__link">Transportation</a>
|
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|
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</li>
|
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|
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</ul>
|
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|
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</div>
|
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|
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</div>
|
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|
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</div>
|
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|
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</li>
|
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<li class="usa-nav__primary-item">
|
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|
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<button class="usa-accordion__button usa-nav__link" aria-expanded="false" aria-controls="primary_menu-3"><span>Labs & Major Programs</span></button>
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<div id="primary_menu-3" class="usa-nav__submenu usa-megamenu">
|
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|
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<div class="grid-row">
|
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<div class="tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
|
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/adlp" class="usa-nav__link">Assoc Director of Laboratory Programs</a>
|
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|
|
</li>
|
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|
|
<li class="usa-nav__submenu-item">
|
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|
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<a href="/laboratories" class="usa-nav__link">Laboratories</a>
|
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|
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<ul class="usa-nav__submenu-list">
|
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|
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<li>
|
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|
|
<a href="/ctl" class="usa-nav__link">Communications Technology Laboratory</a>
|
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|
|
</li>
|
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|
|
<li>
|
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|
|
<a href="/el" class="usa-nav__link">Engineering Laboratory</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/itl" class="usa-nav__link">Information Technology Laboratory</a>
|
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|
|
</li>
|
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|
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<li>
|
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|
|
<a href="/mml" class="usa-nav__link">Material Measurement Laboratory</a>
|
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|
|
</li>
|
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|
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<li>
|
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|
|
<a href="/pml" class="usa-nav__link">Physical Measurement Laboratory</a>
|
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|
|
</li>
|
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|
|
</ul>
|
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|
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</li>
|
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|
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</ul></div><div class="column-break tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/user-facilities" class="usa-nav__link">User Facilities</a>
|
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|
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<ul class="usa-nav__submenu-list">
|
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|
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<li>
|
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|
|
<a href="/ncnr" class="usa-nav__link">NIST Center for Neutron Research</a>
|
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|
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</li>
|
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|
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<li>
|
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|
|
<a href="/cnst" class="usa-nav__link">CNST NanoFab</a>
|
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|
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</li>
|
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|
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</ul>
|
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|
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</li>
|
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/labs-major-programs/research-test-beds" class="usa-nav__link">Research Test Beds</a>
|
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|
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</li>
|
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/laboratories/projects-programs" class="usa-nav__link">Research Projects</a>
|
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|
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</li>
|
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/laboratories/tools-instruments" class="usa-nav__link">Tools & Instruments</a>
|
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</li>
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|
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</ul></div><div class="column-break tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
|
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<li class="usa-nav__submenu-item">
|
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<a href="/major-programs" class="usa-nav__link">Major Programs</a>
|
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<ul class="usa-nav__submenu-list">
|
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|
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<li>
|
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|
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<a href="/baldrige" class="usa-nav__link">Baldrige Performance Excellence Program</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/chips" class="usa-nav__link">CHIPS for America Initiative</a>
|
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|
|
</li>
|
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|
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<li>
|
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|
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<a href="/mep" class="usa-nav__link">Manufacturing Extension Partnership (MEP)</a>
|
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|
|
</li>
|
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|
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<li>
|
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|
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<a href="/oam" class="usa-nav__link">Office of Advanced Manufacturing</a>
|
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|
|
</li>
|
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|
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<li>
|
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|
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<a href="/spo" class="usa-nav__link">Special Programs Office</a>
|
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|
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</li>
|
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|
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<li>
|
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|
|
<a href="/tpo" class="usa-nav__link">Technology Partnerships Office</a>
|
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|
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</li>
|
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|
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</ul>
|
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|
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</li>
|
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|
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</ul>
|
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|
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</div>
|
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|
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</div>
|
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</div>
|
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</li>
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<li class="usa-nav__primary-item">
|
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<button class="usa-accordion__button usa-nav__link" aria-expanded="false" aria-controls="primary_menu-4"><span>Services & Resources</span></button>
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<div id="primary_menu-4" class="usa-nav__submenu usa-megamenu">
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<div class="grid-row">
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<div class="tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
|
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<li class="usa-nav__submenu-item">
|
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<a href="/content/standards-measurements" class="usa-nav__link">Standards and Measurements</a>
|
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|
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<ul class="usa-nav__submenu-list">
|
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|
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<li>
|
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|
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<a href="/calibrations" class="usa-nav__link">Calibration Services</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/nvlap" class="usa-nav__link">Laboratory Accreditation (NVLAP)</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/nist-quality-system" class="usa-nav__link">Quality System</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/srm" class="usa-nav__link">Standard Reference Materials (SRMs)</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/sri" class="usa-nav__link">Standard Reference Instruments (SRIs)</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/standardsgov" class="usa-nav__link">Standards.gov</a>
|
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|
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</li>
|
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|
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<li>
|
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<a href="/pml/time-and-frequency-division/time-services" class="usa-nav__link">Time Services</a>
|
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|
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</li>
|
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|
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<li>
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|
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<a href="/pml/owm" class="usa-nav__link">Office of Weights and Measures</a>
|
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|
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</li>
|
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|
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</ul>
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</li>
|
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</ul></div><div class="column-break tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
|
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<li class="usa-nav__submenu-item">
|
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<a href="/services-resources/software" class="usa-nav__link">Software</a>
|
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|
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</li>
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|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/data" class="usa-nav__link">Data</a>
|
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|
|
<ul class="usa-nav__submenu-list">
|
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|
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<li>
|
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|
|
<a href="https://webbook.nist.gov/chemistry/" class="usa-nav__link">Chemistry WebBook</a>
|
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|
|
</li>
|
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|
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<li>
|
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|
|
<a href="https://nvd.nist.gov/" class="usa-nav__link">National Vulnerability Database</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/pml/productsservices/physical-reference-data" class="usa-nav__link">Physical Reference Data</a>
|
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|
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</li>
|
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|
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<li>
|
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|
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<a href="/srd" class="usa-nav__link">Standard Reference Data (SRD)</a>
|
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|
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</li>
|
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|
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</ul>
|
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</li>
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<li class="usa-nav__submenu-item">
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<a href="https://shop.nist.gov/" class="usa-nav__link">Storefront</a>
|
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</li>
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<li class="usa-nav__submenu-item">
|
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<a href="/tpo" class="usa-nav__link">License & Patents</a>
|
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</li>
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</ul></div><div class="column-break tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
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<li class="usa-nav__submenu-item">
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<a href="https://csrc.nist.gov/" class="usa-nav__link">Computer Security Resource Center (CSRC)</a>
|
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|
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</li>
|
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<li class="usa-nav__submenu-item">
|
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|
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<a href="/nist-research-library" class="usa-nav__link">NIST Research Library</a>
|
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</li>
|
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|
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</ul>
|
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|
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</div>
|
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</div>
|
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</div>
|
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</li>
|
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<li class="usa-nav__primary-item">
|
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<button class="usa-accordion__button usa-nav__link" aria-expanded="false" aria-controls="primary_menu-5"><span>News & Events</span></button>
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<div id="primary_menu-5" class="usa-nav__submenu usa-megamenu">
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<div class="grid-row">
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<div class="tablet:grid-col-fill"><ul class="usa-nav__submenu-list">
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<li class="usa-nav__submenu-item">
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<a href="/news-events/news" class="usa-nav__link">News</a>
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</li>
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<li class="usa-nav__submenu-item">
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<a href="/news-events/events" class="usa-nav__link">Events</a>
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</li>
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<li class="usa-nav__submenu-item">
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<h1 class="nist-page__title">Boosting Workforce Engagement (from the Bottom Up)</h1>
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<div class="daterange"><time datetime="2014-07-08T12:00:00Z">July 8, 2014</time>
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<span>By: </span>
|
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<a href="/blogs/blogrige/authors/christine-schaefer" hreflang="en">Christine Schaefer</a>
|
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<img loading="lazy" src="/sites/default/files/styles/960_x_960_limit/public/images/2019/08/06/KUMC-Facilities-Group.jpg?itok=kVpDXFfl" width="960" height="413" alt="photo outdoors featuring group of facilities workers" typeof="foaf:Image" />
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<div data-caption-editable="true" class="nist-image__caption-content">
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<p>KUMC Facilities Group; photo used with permission.</p>
|
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</div>
|
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</figcaption>
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<p class="equation">We sometimes hear of organizations adopting the <a href="https://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm">Baldrige Criteria for Performance Excellence</a> in relatively limited ways to improve performance.</p>
|
|||
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<p class="equation">They may start by just adopting core concepts and values behind the Baldrige framework. They may conduct a self-assessment with their employees in just a few categories of the Baldrige Criteria. They may be able to do these things, at least initially, in only one department. They may not yet have buy-in from their organization’s senior leadership.</p>
|
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<p class="equation">To share how others might scale use of the Baldrige Criteria to their situation, I recently interviewed two department leaders who started using the Baldrige framework just with the people who provide support services to the rest of their organization. The story they shared is one of a positive transformation in the workplace culture of the University of Kansas Medical Center.</p>
|
|||
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<p class="equation">It began three years ago after eight administrative and operations departments started benefitting from foundational concepts and assessment questions in the <a href="https://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm">Baldrige Criteria for Performance Excellence</a>. The boost in workforce engagement and related results—particularly in the quality of work provided by the support services to other departments—reportedly became apparent within the first year, creating a momentum for changes that continue to spread across the organization today.</p>
|
|||
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|
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<p class="equation"><br><br><strong>Choosing Baldrige</strong></p>
|
|||
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|
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<p class="equation"><span>Steffani Webb, vice chancellor for administration at the University of Kansas Medical Center (KUMC)—who is also a new </span><a href="https://www.nist.gov/baldrige/fellows/index.cfm"><span>Baldrige Executive Fellow</span></a><span>—had initially heard about the </span><a href="https://www.nist.gov/baldrige/publications/business_nonprofit_criteria.cfm"><span>Baldrige Criteria</span></a><span> in a graduate business class that had used a </span><a href="https://www.nist.gov/baldrige/publications"><span>Baldrige case study</span></a><span> to learn about organizational management. “The Baldrige framework seemed to me a very comprehensive but still simple approach linking together all the important aspects of management and leadership and operations,” Webb said. </span></p>
|
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<p class="equation"><span>Webb oversees central support-services departments that encompass human resources, information resources, public safety, parking, facilities, landscaping, finance, and compliance functions. These departments, she said, had tended to be viewed as “very bureaucratic, focused on tasks and policy and processes, regardless of how effective those were in meeting the needs of those they needed to serve.”</span></p>
|
|||
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|
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<p class="equation"><span>In deciding to adopt Baldrige “in a subset of the organization almost as a pilot,” Webb said she figured “if it was successful there—even if we never took it wider in the organization—it would benefit the organization by making those functions better for people.” </span></p>
|
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|
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<p class="equation"> </p>
|
|||
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|
|||
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<p class="equation"><strong><span>Inspiration and Tools for the Journey</span></strong></p>
|
|||
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|
|||
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|
<p class="equation"><span>In September 2011, Webb and two colleagues—including Tom Field, KUMC’s associate vice chancellor for organizational improvement—attended a </span><a href="http://nist.gov/baldrige/regionals/index.cfm"><span>Baldrige regional conference</span></a><span> in Kansas City, Missouri. They learned about using the Baldrige Criteria in presentations by senior leaders of several high-performing organizations that had received the Baldrige Award. </span></p>
|
|||
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|
|||
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<p class="equation"><span>That same year, Field became a Baldrige examiner, and a colleague became a state-level examiner with the closest </span><a href="http://www.baldrigepe.org/alliance/"><span>Alliance for Performance Excellence</span></a><span> program. The examiner training and experience they each gained in using the Baldrige framework to evaluate organizations “really helped,” said Field.</span></p>
|
|||
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|
|||
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<p class="equation"><span>According to Field, the KUMC group left the Baldrige regional conference with “inspiration and enthusiasm” about using the Baldrige framework in their organization. He noted that a helpful exercise at the conference used a relatively simple Criteria-based assessment tool provided by the Baldrige Program called </span><a href="https://www.nist.gov/baldrige/publications/progress.cfm"><span>Are We Making Progress?</span></a><span> (AWMP). </span></p>
|
|||
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|
|||
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<p class="equation"><span>Within their organization, Webb, Field, and others initially used the AWMP self-assessment tool as a “to-do list.” According to Webb, managers and leaders used the survey to identify areas to work on; they also have now used it more broadly throughout the organization to address gaps in performance. For example, they reallocated funding to support an internal communications position.</span> <span>“From my perspective, AWMP was a catalyst for everything we did,” said Field. Today, KUMC is also using AWMP “as a key piece of our employee engagement survey,” said Field. </span></p>
|
|||
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|
|||
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<p class="equation"><span>They are planning to send this year’s survey to all employees of the organization for the first time; the 2012 and 2013 surveys went only to support services employees, who constitute about 20% of the medical center’s overall workforce.</span> <span>According to Webb, the initial Baldrige-based assessment they conducted in the administrative departments focused on the workforce (category 5 of the Baldrige Criteria) in order to improve services. </span></p>
|
|||
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|
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<p class="equation"><span>“We wanted to create a culture around engaging and empowering the workforce,” she said. “Next we started to get more effective about instituting organizational values and goals.” Drawing from the Leadership category of the Baldrige Criteria, they worked on “better conveying those values and goals in order to bridge the gap between ‘management’ and the workforce.”</span><br>
|
|||
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</p>
|
|||
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|
|||
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<p class="equation"><strong><span>Ongoing Training </span></strong></p>
|
|||
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|
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<p class="equation"><span>Using the university’s mascot, KUMC’s Baldrige journey has been named the “Jayhawk Way,” and the related training program is known as “Leading the Jayhawk Way.” </span><span>Field conveyed the “big goals of the training” as follows: (1) to create an internal brand for the workforce—i.e., one promoting workforce members as “highly motivated people aligned to a shared vision of important work, to make this a place where you wouldn’t want to leave,” (2) to create alignment in the organization (because “we had been very task-focused but not necessarily connected to the organization’s greater vision”), and (3) to “improve how we communicate with each other and create a culture of open, constructive communication.”</span></p>
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<p class="equation"><span>After two “waves” of training provided over the past two years, the voluntary program has now served 709 participants from KUMC, including 100 faculty members of the organization. Registrants include employees from a partner hospital, the parent organization, and two other medical center campuses, some of whom will be driving great distances to participate. What’s more, a partner business of KUMC has expressed interest in sending executives to a future session.</span></p>
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<p class="equation"> </p>
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<p class="equation"><strong><span>The Impact</span></strong></p>
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<p class="equation"><span>Improvements that Webb, Field, and others at KUMC have seen so far have exceeded their expectations. “What happened was that changes in the levels of engagement and quality of work that people were doing caught the attention of people in other parts of the organization,” said Webb. “I figured implementation would be slow, but the truth is that it has lit a fire.”</span> <span>Webb and Field both cited the “culture of appreciation” that has developed as a significant change. </span></p>
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<p class="equation"><span>For example, “the facilities and landscaping staff began to receive notes of thanks from other departments—it was never the case before that people acknowledged each other’s efforts,” Webb said. She noted that traditionally some of those employees weren’t allowed much say in their work; “they were told what and how to do the work,” but that now they are encouraged to speak up to suggest improvements to better serve customers.<br><br>
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How long did it take before improvements became apparent? According to Webb, some positive changes were evident almost immediately in the workforce after the launch of Baldrige efforts; one year later, “the organization was very different.” </span> <span>She attributes the success so far of the improvement initiative to the early focus on people—the “ones at every level of the organization who know where the problems are.” </span></p>
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<p class="equation"><span>It’s nice to see people who for most of their careers were way in the background who now understand the connection between what they’re doing and the more glamorous [work of the organization],” she said. Most administrative employees will never interact with a patient or a student served by the larger organization, she added, but “they now understand that none of that great work can happen without them.”</span><br>
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</p>
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<dt>
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<p class="equation"><a href="/sites/default/files/wp-content/uploads/sites/45/2014/06/KUMC-Landscaping-Group.jpg"> </a></p><div class="align-center nist-image">
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<img loading="lazy" src="/sites/default/files/styles/960_x_960_limit/public/images/2019/08/12/KUMC-Landscaping-Group-1024x589.jpg?itok=VzUkcfFl" width="960" height="552" alt="Landscaping workers sitting outside near university gardens" typeof="foaf:Image">
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</dt>
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<dd>
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<p class="equation">KUMC Landscaping Group</p>
|
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</dd>
|
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<p class="equation"><br><span>The Verdict</span></p>
|
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<p class="equation"><span>“The [Baldrige] model is outstanding—even if you only use it in your own area, improving your part of the organization is good,” said Webb. “In doing so, you demonstrate what’s possible. This is enabling the future growth of our organization.”</span> <span>While Webb acknowledged “our organization still has a long way to go” in its journey to excellence, she stressed, “This has been so much easier than I ever thought it would be. As one employee said, ‘We moved a rock and started a landslide.’”</span></p>
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<article
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about="/blogs/blogrige/authors/christine-schaefer" class="nist-teaser"
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>
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<div class="nist-teaser__image">
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<div class="entity-reference"> <a href="/blogs/blogrige/authors/christine-schaefer" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2017/10/25/Christine-Schaefer-2016.jpg?itok=5neDOeBx" width="100" height="100" alt="Picture of Christine Schaefer" typeof="foaf:Image" />
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</a>
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</div>
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<div class="nist-teaser__content-wrapper">
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<header>
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/authors/christine-schaefer"><span>Christine Schaefer</span>
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</a></h3>
|
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</header>
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<div class="nist-teaser__content">
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<div class="text-with-summary"><p>Christine Schaefer is a longtime staff member of the Baldrige Performance Excellence Program (BPEP). Her work has focused on producing BPEP publications and communications. She also has been highly involved in the Baldrige Award process, Baldrige examiner training, and other offerings of the program.</p><p>She is a Phi Beta Kappa graduate of the University of Virginia, where she was an Echols Scholar and a double major, receiving highest distinction for her thesis in the interdisciplinary Political & Social Thought Program. She also has a master's degree from Georgetown University, where her studies and thesis focused on social and public policy issues. </p><p>When not working, she sits in traffic in one of the most congested regions of the country, receives consolation from her rescued beagles, writes poetry, practices hot yoga, and tries to cultivate a foundation for three kids to direct their own lifelong learning (and to PLEASE STOP YELLING at each other—after all, we'll never end wars if we can't even make peace at home!).</p></div>
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>
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<h2
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class="nist-block__title"
|
|||
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>Related posts</h2>
|
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<div><div class="js-view-dom-id-b07c698254e8ba9ae3c798819fee055019030e0dfce94896d2f29c6bec98ef7f">
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<article
|
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about="/blogs/blogrige/more-reasons-apply-be-2025-baldrige-examiner" class="nist-teaser"
|
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>
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|
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<div class="entity-reference"> <a href="/blogs/blogrige/more-reasons-apply-be-2025-baldrige-examiner" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2025/01/07/More-Reasons-to-Apply-to-Be-2025-Examiner.jpg?itok=ot0YShWL" width="100" height="63" alt="Why Apply to be a 2025 Baldrige Examiner showing a man holding an iPad displaying the online application." typeof="foaf:Image" />
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<header>
|
|||
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/more-reasons-apply-be-2025-baldrige-examiner"><span>More Reasons to Apply to Be a 2025 Baldrige Examiner</span>
|
|||
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</a></h3>
|
|||
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<div class="nist-teaser__date">
|
|||
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<div class="daterange"><time datetime="2025-01-14T12:00:00Z">January 14, 2025</time>
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</header>
|
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<div class="nist-teaser__content">
|
|||
|
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<div class="text-with-summary"> In a blog last week, I provided a multitude of reasons to apply to be a 2025 Baldrige examiner®. The benefits of serving in this volunteer role were conveyed by
|
|||
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|
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|
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<article
|
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|
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>
|
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<div class="entity-reference"> <a href="/blogs/blogrige/why-apply-be-2025-baldrige-examiner" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2025/01/07/Why-Apply-to-Be-2025-Examiner.jpg?itok=eCEy9jXg" width="100" height="63" alt="Why apply to become a Baldrige Examiner showing a woman holding an iPad with the examiner application on the screen." typeof="foaf:Image" />
|
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</a>
|
|||
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</div>
|
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|
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<div class="nist-teaser__content-wrapper">
|
|||
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<header>
|
|||
|
|
<h3 class="nist-teaser__title"><a href="/blogs/blogrige/why-apply-be-2025-baldrige-examiner"><span>Why Apply to Be a 2025 Baldrige Examiner?</span>
|
|||
|
|
</a></h3>
|
|||
|
|
<div class="nist-teaser__date">
|
|||
|
|
<div class="daterange"><time datetime="2025-01-08T12:00:00Z">January 8, 2025</time>
|
|||
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</div>
|
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</header>
|
|||
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<div class="nist-teaser__content">
|
|||
|
|
<div class="text-with-summary"> IYKYK. * But if you don’t know why it’s beneficial to be a Baldrige examiner®, I invite you to find out what experienced Baldrige examiners have discovered
|
|||
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|
|||
|
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</div>
|
|||
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</article>
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|
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<article
|
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about="/blogs/blogrige/happy-holidays-2024" class="nist-teaser"
|
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>
|
|||
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|
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<div class="entity-reference"> <a href="/blogs/blogrige/happy-holidays-2024" hreflang="en"><img loading="lazy" src="/sites/default/files/styles/thumbnail/public/images/2024/12/13/Happy-Holidays-2024.png?itok=Rvt_jB0L" width="100" height="63" alt="Happy Holidays on a snowflake background." typeof="foaf:Image" />
|
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</a>
|
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<header>
|
|||
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<h3 class="nist-teaser__title"><a href="/blogs/blogrige/happy-holidays-2024"><span>Happy Holidays 2024</span>
|
|||
|
|
</a></h3>
|
|||
|
|
<div class="nist-teaser__date">
|
|||
|
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<div class="daterange"><time datetime="2024-12-17T12:00:00Z">December 17, 2024</time>
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|||
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</header>
|
|||
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<div class="nist-teaser__content">
|
|||
|
|
<div class="text-with-summary"> Happy Holidays from your friends at the Baldrige Program.
|
|||
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|
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|
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|
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>Comments</h2>
|
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<section>
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