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The CAT self-score process

There is no single, best way to carry out the CAT self-score activity. However, the more rigorous the approach, the more likely it will be that the self-scores and opportunities to focus on further development will be accurately assessed.

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5.1 deciding on the approach

The approach chosen will depend on factors such as:

• availability of people
• the knowledge and understanding people have of the CAT
• the time available to spend on the self-score activity
• what outcomes are required from the self score activity
• what the intention is for those outcomes
• how much the self-score activity is to be used as a starting point for, or as part of a development programme

The diagram below provides an illustrative self-assessment process for consideration. For each of the stages, guidance is offered on the following pages.

Remember that the self-score exercise has two parts:

• self-score - where we are now
• next steps - where we plan to be in 12 months

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5.1.1 develop commitment to CAT self-score exercise

• develop commitment of senior management team through awareness sessions to enhance understanding of the CAT
• encourage senior managers in the use of the CAT as a driver for understanding capability and corresponding continuous improvement activities

5.1.2 plan CAT self-score exercise

• decide upon the approach to the CAT self-score exercise
• select early adopters (supporters) to communicate the plan

5.1.3 select and brief team(s) to carry out CAT self-score exercise

Select people on the basis of:

• knowledge and understanding of the company and the way it works
• a wide representation of business activities and functions

This type of team is often known as a 'diagonal slice'. The advantage of using such a team is that it allows the application of policies and approaches to be widely tested.

Briefly, the team members need to know that they will be examining and scoring:

• the soundness of the way the company develops its direction and leadership, strategy and planning, people, partnering, processes and internal resources
• how well these approaches support what the company is trying to achieve and how well they fit with the overall strategy
• how consistently the company's plans and processes are implemented and how much they are applied throughout the organisation
• how well plans and processes are implemented
• how the company measures and reviews its activities
• how good practice and learning from mistakes are shared to ensure improvement
• how well the company goes about integrating members of its supply chain and other stakeholders

5.1.4 communicate plan for CAT self-score exercise

• determine the communication message, media and target
• emphasise that this exercise focuses the attention of the company on the customer and business improvement

5.1.5 conduct CAT self-score exercise

• select a methodology which suits the style of the organisation, bearing in mind the prompts provided as part of the guidance notes on the electronic self-score templates

Some ways of collecting information and evidence include:

• members of the CAT self-score teams going out into areas of the company to:
  • talk to individuals
  • run focus groups
  • observe processes and working practices
  • view documentation
  • observe communication interfaces (meetings, development workshops, appraisal sessions)
• sending out to a cross section of people a matrix of the CAT indicators and capability levels for them to score and return
• sending out sets or parts of the CAT self-score frameworks for people in the company to score
• sending out relevant parts of the CAT self-score framework to members of the company's supply chain for them to score
• developing a questionnaire based on the CAT self-score framework to send out to people in the company, or to use with focus groups

Some ways of analysing and scoring information and evidence include:

• holding facilitated workshops with CAT self-score teams to identify strengths and areas for improvement
• holding facilitated workshops with members of the management team to identify strengths and areas for improvement

It is important to keep in mind that the CAT self-score activity requires a team view of the company. It is vital that the assessment is realistic and can be supported by appropriate evidence. Therefore, with any approach adopted, it is important to allow sufficient time for the team to get together to:

• review and consider the evidence
• discuss the outcome of any individual assessments
• reach consensus on strengths and areas for improvement
• agree final self-score

5.1.6 return CAT electronic self-score templates to the Agency

• ensure electronic self-score templates are returned in accordance with the submission requirements

5.2 appointing a CAT champion

The CAT self-score activity needs to be sponsored by a senior member of the company. It must be led and managed carefully, so that the outcomes are implemented through action plans and improved results are owned by all.

The self-score activity should be led and managed by the CAT champion. They should ensure that people and teams are fully briefed and need to encourage maximum participation during the self-score exercise.

It is suggested that they are responsible for drawing up the capability development plan based on the responses provided on the CAT electronic self-score templates (the CAT self-score framework).

The role demands:

• time
• credibility and authority within the company
• high level of influencing skills
• good organisational and facilitation skills
• commitment to and a good level of understanding of the CAT and the self-score process

The champion must be able to keep the self-score initiative at the top of senior managers' priorities and to devote sufficient time to the process. They must not be seen as influencing the self-score results towards their own views. This is a demanding job and it is important that the champion is well trained and well supported.

In a large company it may be necessary to have more than one champion depending on structure and geographical spread. That will have the additional benefit of ensuring that there is a supportive network of people with similar roles who can share successes, discuss difficulties that may arise and provide mutual encouragement and motivation.

The CAT champion will also play a key role during the planning and execution of the validation exercise.