The document discusses implementing an HR scorecard to measure HR's impact on business outcomes. It recommends establishing a change champion, communicating the reasons for the scorecard to key stakeholders, and monitoring progress. Sustaining the change requires integrating the scorecard into company initiatives. Getting employee buy-in is also crucial by connecting the scorecard to what motivates employees and using influencers to lead the change. Proper implementation and gaining employee support are keys to the scorecard's success and sustainability over time.

1. HR Scorecard
Implementation
Sable Badaki

2. HR Scorecard……
Not The Flavor Of The Month

3. Why HR Scorecard?
HR Scorecard allows the organization to measure HR’s
impact to the bottom-line
HR Scorecard demonstrates in clear terms the alignment
between HR and organization’s strategy
HR Scorecard, a tool which marries business units
processes with HR process
(Becker, Huselid, & Ulrich, 2001)

4. Use of Best Practice – Implementation and
Sustainability Model
Leading The Change
Marketing The HR Scorecard
Establish a
Change Mobilizing The Community
Champion from Communicate
HR and the the impact and Monitoring Progress
reason for the Educate and
Business Unit to
involve key
Sustaining the
lead the Process HR scorecard Establish systems Change
stakeholders
Illustrate the to monitor
impact of the Host discussion progress within HR Use company
HR scorecard forums for and business units communication
business units Establish baselines channels to update
for feedback for measuring project progress
and input progress of Integrate HR
scorecard impact Scorecard into
new Company
initiatives
(Becker et al., 2001)

5. (Employee Buy-In)
• Provide an compelling emotional connection to gain employee support
• Discover the positive connection which motivates employees to change
their behavior
• Introduce disruption to employees current perfect scenario to cause
change in behavior
• Use the employee influencers to lead change
(Kotter, 2005)

6. • HR Scorecard requires more than being a good initiative to be successful. The
implementation is key.
• The best practice implementation model gives HR a tool to measure the success of the
Scorecard and make the necessary adjustments for success (Becker et al., 2001)
• Employees are the key to the sustainability of the Scorecard. Getting their buy in is
crucial for them to change their behavior. If they are converted to Scorecard believers,
they will not revert to their old behaviors. This step cannot be missed to ensure
longevity of the scorecard (Kotter, 2005).

7. Becker, B. E., Huselid, M. A., & Ulrich, D. (2001). The HR Scorecard, Linking people,
strategy, and performance (1st ed.). Boston, MA: Harvard Business Press.
Kotter, J. P. (2005, December). Change leadership. Leadership Excellence, 22(12), 3-4.
Retrieved from