Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
How Balance Scorecard Helps in HR Planning
1.
2. 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.
3. 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
4. This strategic management system measures
organizational performance in four ‘balanced’
perspectives
Financial
Customers
Internal business processes and
Learning and growth.
5.
6. 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.
7. 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.
8. 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.
9. 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.
10. 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.
11. Objective: Reduce turnover costs.
Description: Develop effective recruiting
methods and new-hire orientation methods
to optimize the retention of new hires.
12. 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.
13. 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).