BIR Scale Descriptions

  

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Understanding the Scales

Within the BIR™ diagnostic tools family we use a consistent range of performance factors. The definitions for these are listed below.

Other outputs in the BIR report include:

  • PRIMO-F
  • Performance to Date
  • Potential for the Future
  • Management training profile
  • Scoring trends by population

For more information look at the sample outputs or contact us.

Scales used in the :

BIR-HR –  BIR-S and BIR-C

Scales used in BIR-HR and BIR-S (and BIR-C)
 

Business Process Capacity

 
Business Communications The extent to which business aims and progress are communicated for effective operation of the organisation.
Business Planning Process The extent, to which business planning processes are clear, documented and understood by all.
IT Systems The extent to which Information Technology is used to integrate operations, at both a process and people level.
Management Controls The extent to which the organisation controls the actions of people and roles in relation to the published business plan.
Performance Management The extent to which the organisation ensures individual contribution to the delivery of the business plan.
 

Management Style

 
Change Management The extent to which the organisation manages change to business plans and goals.
Coaching The extent to which managers use coaching as a management style.
Creativity The extent to which new ideas are encouraged from within the organisation.
Empowerment The extent to which everyone in the organisation are free to prioritize their workload appropriately and have the skills to do the task.
Involvement The extent to which staff are consulted on business decisions before implementation.
Leadership The extent to which managers use a leadership style to get the most out of people.
Openness The extent to which there is an open flows of communication throughout the organisation.
Passion/ Energy The extent to which everyone in the organisation is motivated, engaged and driven towards the goals of the organisation.
Recognition The extent to which contribution from individuals and teams are recognized and celebrated in a timely way.
Risk-taking The extent to which things get done in a way that everyone feels valued and respected.
Teamwork The extent to which inter-group working throughout the organisation is important and managers ensure this happens for the benefit of all.
 

Business Values

 
Care for Environment The extent to which the organisation does what it can in a practical and realistic way to reduce its impact on the environment.
Community Relations The extent to which the organisation has good day-to-day relations with neighbours and actively manages the impact it has on the local community.
Customer Focus The extent to which the organisation is driven to meet customer needs.
Learning Organisation The extent to which learning from mistakes and education is as important as predicting possible problems.
Quality Ethos The extent to which the organisation is driven to delivering quality.
Respect for People The extent to which the organisation respects people as individuals and keeps them involved.
Supplier Relations The extent to which the organisation ‘partners’ with suppliers.
 

People Management

 
Health & Safety The extent to which Health & Safety is managed.
HR Policies The extent to which Employment Law is understood and deployed.
HR Procedures The extent to which the organisation has consistent policies for dealing with people issues which add value to the organisation.
Induction The extent to which people new to the organisation or role, are effectively introduced to the goals of the organisation so that they understand what is required of them and how this will be measured.
Job Clarity The extent to which all staff understand why they are employed and what it is explicitly they have to do on a day-to-day basis.
Job Skills The extent to which everyone has the skills they need to carry out their job effectively.
Recruitment The extent to which all recruitment processes result in employing the people in the right jobs with the right skills, with an appropriate benefit package for sector and locality.
Shared Direction The extent to which everyone in the organisation has a common understanding of where the organisation is going and how it intends to get there.
Staff Reviews The extent to which everyone has a regular performance and training each review – this process is important to all managers, the Senior Team regularly reviews action taken against plans made.
Training Action & Evaluation The extent to which when training is planned, it is booked, and upon return to the workplace changes to job performance measured.
Training Planning The extent to which training plans identify all the resources required ensuring successful training – all training needs are planned and actioned appropriately.
 

Business Process Capacity

 
Business Communications The extent to which business aims and progress are communicated for effective operation of the organisation.
Business Planning Process The extent, to which business planning processes are clear, documented and understood by all.
IT Systems The extent to which Information Technology is used to integrate operations, at both a process and people level.
Management Controls The extent to which the organisation controls the actions of people and roles in relation to the published business plan.
Performance Management The extent to which the organisation ensures individual contribution to the delivery of the business plan.
 

Management Style

 
Change Management The extent to which the organisation manages change to business plans and goals.
Coaching The extent to which managers use coaching as a management style.
Creativity The extent to which new ideas are encouraged from within the organisation.
Empowerment The extent to which everyone in the organisation are free to prioritize their workload appropriately and have the skills to do the task.
Involvement The extent to which staff are consulted on business decisions before implementation.
Leadership The extent to which managers use a leadership style to get the most out of people.
Openness The extent to which there is an open flows of communication throughout the organisation.
Passion/ Energy The extent to which everyone in the organisation is motivated, engaged and driven towards the goals of the organisation.
Recognition The extent to which contribution from individuals and teams are recognized and celebrated in a timely way.
Risk-taking The extent to which things get done in a way that everyone feels valued and respected.
Teamwork The extent to which inter-group working throughout the organisation is important and managers ensure this happens for the benefit of all.
 

Business Values

 
Care for Environment The extent to which the organisation does what it can in a practical and realistic way to reduce its impact on the environment.
Community Relations The extent to which the organisation has good day-to-day relations with neighbours and actively manages the impact it has on the local community.
Customer Focus The extent to which the organisation is driven to meet customer needs.
Learning Organisation The extent to which learning from mistakes and education is as important as predicting possible problems.
Quality Ethos The extent to which the organisation is driven to delivering quality.
Respect for People The extent to which the organisation respects people as individuals and keeps them involved.
Supplier Relations The extent to which the organisation ‘partners’ with suppliers.
 

People Management

 
Health & Safety The extent to which Health & Safety is managed.
HR Policies The extent to which Employment Law is understood and deployed.
HR Procedures The extent to which the organisation has consistent policies for dealing with people issues which add value to the organisation.
Induction The extent to which people new to the organisation or role, are effectively introduced to the goals of the organisation so that they understand what is required of them and how this will be measured.
Job Clarity The extent to which all staff know why they are employed and what it is explicitly they have to do on a day-to-day basis.
Job Skills The extent to which everyone has the skills they need to carry out their job effectively.
Recruitment The extent to which all recruitment processes result in employing the people in the right jobs with the right skills, with an appropriate benefit package for sector and locality.
Shared Direction The extent to which everyone in the organisation has a common understanding of where the organisation is going and how it intends to get there.
Staff Reviews The extent to which everyone has a regular performance and training each review – this process is important to all managers, the Senior Team regularly reviews action taken against plans made.
Training Action & Evaluation The extent to which when training is planned, it is booked, and upon return to the workplace changes to job performance measured.
Training Planning The extent to which training plans identify all the resources required ensuring successful training – all training needs are planned and actioned appropriately.

 

Factors used in BIR-S & BIR-C versions (not included in the BIR-HR):

Capacity Descriptor
 

Finance

 
Capital Investment The extent to which Capital Investments are planned and evaluated prior to purchase.
Cash Control The extent to which Cash Flow is seen as important and all aspects managed effectively.
Costing The extent to which the cost of producing each product/ service is understood, both in terms of material costs and production costs.
Financial Control The extent to which the business has robust financial controls.
Financial Knowledge The extent to which there are efficient and accurate budgets for all departments, all senior managers receive regular management information relevant to their part of the business.
Financial Strength The extent to which the required level of finance is available and the inherent financial capacity of the organisation is understood by the senior team.
Financial Success The extent to which turnover is growing in line with expectations and cash flow is positive.
Forecasting & Budgeting The extent to which management information exists to provide timely data upon which to make decisions.
Risk Management The extent to which capital investment decisions and financial resources are considered effectively in association with fully researched risks.
 

Marketing

 
Customer Service The extent to which customers know how to get the most out of products and have good working relationships.
Design/ Product development The extent to which product design is based upon researched market knowledge and gives an advantage over competitors.
Evaluation of Marketing The extent to which sales and marketing activity is costed and measured with high conversions of proposals to sales.
Market Communications The extent to which products and services are defined in benefits relevant to competitors, and there is a consistent brand image on all product/ services and materials.
Market Knowledge The extent to which regular market research is undertaken, shared will staff and used effectively.
Marketing Integration The extent to which marketing activity is integrated with the business as a whole.
Marketing Planning The extent to which marketing activity is planned and shared with other teams.
Marketing Strategy The extent to which there is a clear policy exists and is communicated throughout the organisation.
Positioning The extent to which products are positioned relative to competitors and understood by the market place.
Sales The extent to which the sales are an integrated part of the business.
 

Operations

 
Equipment/Plant The extent to which appropriate, up-to date equipment is deployed and used.
External Networking The extent to which external relationships are actively managed.
Franchise-ability The extent to which the business is set up towards franchising as an appropriate strategy for business growth.
People The extent to which all people are effectively used to deliver products and services.
Performance Feedback The extent to which measurement systems are deployed and used, for monitoring performance of operations.
Productivity The extent to which operations are planned ensuring maximum productivity.
Quality Systems The extent to which formal quality systems are used in managing operations in the organisation.
Scheduling & Planning The extent to which all aspects of operations are planned and managed.
Service Delivery The extent to which service delivery (or product distribution) are planned and managed, ensuring timely delivery.
Supplier Development The extent to which the organisation works in partnership with suppliers.
Supply Chain/ Material Mgt. The extent to which management systems exist to ensure the appropriate flow of materials and/or resources.
Use of Technology The extent to which technology is utilized to ensure effective operations.

 

* the information provided is for illustrative purposes only.  Each diagnostic review in the BIR™ family has its own unique output.  See manual for details. due to continuous improvement, we reserve the right to change our scales and descriptors

If you want the BIR™ to be used in your organization please contact us or one of the BIR facilitators.

To find out how you can use the BIR™ in your organization or with your clients email us or phone on +44 (0) 208 230 0980

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