The document outlines the concept and importance of benchmarking in organizations, detailing its role in promoting continuous improvement and facilitating change. It describes different types of benchmarking practices, effective Key Performance Indicators (KPIs), and a systematic approach to implementing benchmarking, including data collection and analysis. The document emphasizes the need for reliable partnerships and sets forth steps for organizations looking to adopt benchmarking as a catalyst for growth and learning.

1. Benchmarking
Explore Unique Ways to
Reflect, Learn & Improve

2. Desired
Current
A. Introduction & overview
B. What is benchmarking?
C. Why benchmarking?
D. How to benchmark?
E. Effective KPI’s?
F. Next Steps
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3. Does your organisation report on Health and Safety
external benchmarks to the Board/Senior Management?
(Yes/No)
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Poll #1

4. Who?
Benchmarking
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Internal
Competitive
Industry
Partner is not a direct competitor, but does
share the same industry as one's organisation
Comparisons are made against another
department/area within one's organisation
Comparisons are made with direct
competitors
Comparisons of processes/practices regardless
of the industry or field of the partner.
Generic
Based on Organisational Type

5. What?
Benchmarking
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Examines how companies compete
(Bogan & English, 1994).
Strategic
Based on Organisational Practices
4P Performance
Compares product or service performance
Focuses on discrete processes, places, plant
or people
4P

6. Benchmarking
Why?
“Benchmarking helps create the learning organisation: a group of dedicated individuals who actively
pursue excellence, growth and knowledge. If the experts are right..., only those organisations that can
quickly learn from and master their environments will survive into the twenty-first century.
Objective information can help trigger the transformation to the continuous improvement
philosophy, but it can only do so if it is continually reapplied and reinforced. Benchmarking sets the
framework for excellence, attaining it depends on the actions that are taken once the results are in. “
(Leibfried & McNair, 1992: 320-321)
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7. Engage & Enable
Why?
Often benchmarking is used
as a catalyst for change.
Important for ‘framing’ the
need for benchmarking.
* Kotter’s 8 steps change model
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8. Embed Change
7. Build on change
6. Create quick wins
5. Empower others
4. Communicate the vision
3. Create a Vision
2. Build a Coalition
1. Create Urgency
Create a Climate
for Change
Implement & Sustain

8. Benchmarking
How?
- How to access reliable data?
- How to access partners?
- Collect Data: Evidence or
opinion-based data
- Analysis: Compare data,
establish goals, develop actions
- Action: Assign ownership and
implement actions
- Learn: Share, reflect and
learn with benchmark
Partners or Focus Groups
- Review: Have objectives
been achieved?
- Improve: Have we enabled
improvement?
- Objectives: Have we achieved
our benchmarking objectives?
1Approach Deployment 1Review Improvement
(Bogan & English, 1994)
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9. Opinion-based
Evidence-based
Balanced
KPI’s
01
Predictive
02
Valid
03
Reliable
04
Important
05
Functional
06
Clear
01 Predictive Accurately forecasts the future.
02 Valid
Measures what you intended, statistically
meaningful.
03 Reliable
Repeatable providing statistically consistent
results., e.g., Health and Safety Index
04 Important Directly reflects an outcome that matters.
05 Functional
Used to inform operational and strategic risk.
Balances compliance vs performance.
06 Clear Understood and easily communicated.
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Benchmarking – What makes a good KPI?

10. Benchmarking
How?
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Statistically Reliable Benchmarks

11. Poll #2
Would you be interested to participate in facilitated
benchmarking focus group calls with likeminded organisations?
(Yes/No)
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12. Benchmarking: Next Steps
Catalyst: Do you have a need for
change?
What: Do you have the most relevant
benchmarking?
Partner: Do you have a reliable benchmarking
partner and reliable data?
How: Is your approach, deployment, and
review effective to enable improvements?
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2
3
4
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