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 It translates an organization’s mission and 
strategy into a comprehensive set of performance 
measures 
 Provides the ...
 Linking clearly defined department objectives 
to the company’s strategic goals 
 Focusing human resource staff on acti...
 This strategic management system measures 
organizational performance in four ‘balanced’ 
perspectives 
Financial 
Cus...
 HR manager asks "How does the performance 
of the organization's team look to 
shareholders?“ 
 Without a dedicated and...
 The HR manager asks herself "How does the 
organization's staff look to customers?“ 
 Satisfied customers keep coming b...
 The business process perspective seeks to 
answer two questions: 
"How effective is the organization at its internal 
o...
 It asks the question "What can the 
organization do to improve?“ 
 Focuses on the development of the business's 
employ...
 The balanced scorecard approach takes the 
data and information 
 Combines the information into a cohesive 
plan for ac...
 Objective: Reduce turnover costs. 
 Description: Develop effective recruiting 
methods and new-hire orientation methods...
 Actions: 
◦ Identify key attributes of successful employees 
who stay at the company for two or more years. 
◦ Utilize t...
 Measures: 
◦ Cost-per-hire (financial). 
◦ Turnover rates and costs (financial). 
◦ Time-to-fill (business process). 
◦ ...
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How Balance Scorecard Helps in HR Planning
How Balance Scorecard Helps in HR Planning
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How Balance Scorecard Helps in HR Planning

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How Balance Scorecard Helps in HR Planning

  1. 1.  It translates an organization’s mission and strategy into a comprehensive set of performance measures  Provides the framework for a strategic measurement and management system.  Separates an organization's goals into quantifiable metrics can be applied to human resources to tackle the activities and metrics that affect the allocation of manpower and resources.
  2. 2.  Linking clearly defined department objectives to the company’s strategic goals  Focusing human resource staff on activities that will support the company’s goals  Demonstrates the strategic value of HR by defining and measuring its contribution in concrete, clearly understood terms
  3. 3.  This strategic management system measures organizational performance in four ‘balanced’ perspectives Financial Customers Internal business processes and Learning and growth.
  4. 4.  HR manager asks "How does the performance of the organization's team look to shareholders?“  Without a dedicated and motivated staff, financial success is impossible to achieve  So collecting accurate financial data as it relates to HR is important for the company's overall strategy.
  5. 5.  The HR manager asks herself "How does the organization's staff look to customers?“  Satisfied customers keep coming back and HR can have a huge impact on this turnover.
  6. 6.  The business process perspective seeks to answer two questions: "How effective is the organization at its internal operations?" and  "Where must the organization excel to remain profitable?  There are several metrics that can be measured, including quality of products and services, the time it takes to answer customer inquiries and inventory management.
  7. 7.  It asks the question "What can the organization do to improve?“  Focuses on the development of the business's employees.  The idea is to create an open team-centered atmosphere where employees feel free to bring up problems and solutions.
  8. 8.  The balanced scorecard approach takes the data and information  Combines the information into a cohesive plan for action  From the HR perspective, this means deciding on new processes for staff development, payroll adjustments, increased benefits or employee compensation and motivation programs.
  9. 9.  Objective: Reduce turnover costs.  Description: Develop effective recruiting methods and new-hire orientation methods to optimize the retention of new hires.
  10. 10.  Actions: ◦ Identify key attributes of successful employees who stay at the company for two or more years. ◦ Utilize technology more effectively for recruiting and screening applications. ◦ Identify selection methods that will contribute to successful hires. ◦ Integrate branding efforts into recruiting. ◦ Revise the orientation program to ensure new-hire retention.
  11. 11.  Measures: ◦ Cost-per-hire (financial). ◦ Turnover rates and costs (financial). ◦ Time-to-fill (business process). ◦ Customer satisfaction with new-hire performance (customer). ◦ New-hire satisfaction with orientation (learning and growth). ◦ Supervisor satisfaction with orientation (learning and growth).
  12. 12. Any Query?

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