Hr Balanced scorecard

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HR Balanced Scorecard Training Course. HR & Technology. Course duration 01 Day applications aren't embedded.

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Hr Balanced scorecard

  1. 1. Prepared by : Gihan Aboueleish
  2. 2. * Describe the value and role of the HR Scorecard/Dashboard.* Discuss the difference between leading and lagging indicators as measures of HR effectiveness.* Identify the components of the HR Scorecard.* Identify the key performance drivers and enablers that constitute the primary HR deliverables.* Develop some preliminary HR Scorecard/Dashboard measures for your HR department and company. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  3. 3. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  4. 4. * BSC : Balanced Scorecard.* Effectiveness VS Efficiencies.* NGOS : Non-profit governmental organization* Enablers HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  5. 5. In a 2002 industry survey by SHRM . . .* Only 34% of executives view HR as a strategic partner* Only 44% of respondents indicated that their organization communicates its strategy well* Only 22% indicated that general employees understand* company‘s strategy* 21% indicated that HR only deals with operational issues* vs. strategic ones* Only 23% indicated that HR strategy was tightly integrated with company strategy* Only 25% of HR departments use a balanced scorecard on HR‘s contribution to strategy[SHRM Research, N=1310, Aligning HR with Organization Strategy Survey] HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  6. 6. * To guide decision making — It helps HR staff in how best to manage the HR system to support the company.* To evaluate program/department effectiveness — It constitutes a “report card” to guide improvement efforts. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  7. 7. * Identify a clear, consistent, and compelling connection between the company’s strategy and the work of each employee.* Zero in on the critical few measures that have the greatest impact on the company’s bottom line.* Document the effects of HR on company performance in credible ways that employees, line supervisors, and managers can understand. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  8. 8. Long-term PlansObjectivesStrategiesEnablersResources Also known as L.O.S.E.R. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  9. 9. 1. Biggest Threats often come from OUTSIDE your normal industry2. Planning from the base of an ‗Existing‘ organization vs. zero-based3. Traditional Analysis (e.g. SWOT) based only on known or existing assumptions or knowledge4. Spending too much time in market research and analysis5. Defining the company from a Product/Service perspective vs. Category vs. JTBD (e.g. Coca-cola)6. Wrong Benchmark – already successful vs. what made them successful7. Implementing BSC and PMS to improve Business Model and Strategy8. New strategy, same people HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  10. 10. 1. Focuses on leading indicators.2. Identifies the differences between HRdoables and HR deliverables.3. Demonstrates HR‘s contribution to strategyimplementation and to the company‘sbottom line.4. Helps HR managers focus on and managetheir strategic responsibilities.5. Encourages HR flexibility and change. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  11. 11. Financial Customer“To satisfy our “Who are our targetstakeholders, what customers?Financial objectives What is our valuemust we accomplish?” proposition?”Learning & Growth Internal Process“What capabilities and tools “To satisfy our customers, indo our employees require to which internal businesshelp them execute our processes must we excel?"strategy? HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  12. 12. Internal Process Mission“To satisfy our targets, in “Who are our targets?which internal processes What is our valuemust we excel?" proposition?”Financial Learning & Growth“To fulfill the Mission, “What capabilities and toolswhat Financial, how do do our staff require to helpwe fund Internal them execute our strategy?Processes?” HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  13. 13. 1. BSC should be a Thought Process and a Tool not a Religion (e.g. Excel™ vs. Budgeting)2. BSC ≠ Appraisal3. New BSC implementations should start linking with Budgeting right from the beginning4. The ‗proper‘ BSC approach should rightly fully be heavily customized to the organization5. ‗Strategic Planning‘ trainings should be provided before ‗BSC‘ trainings6. Clear definitions for Accountability vs. Impact vs. Influence vs. Assistance HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  14. 14. * HR Performance Drivers Results* HR Performance Enablers Reinforcing the Drivers HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  15. 15. * How do you know if your HR efforts are successful?* How do you measure the effects or results of these HR, training, and OD efforts?* How will you know that your efforts and initiatives have paid off? HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  16. 16. * Lagging indicators are outcome measures that help you gauge your HR progress by examining the final end result or outcomes of your collective efforts.* Use of the ―lagging‖ term reflects the delay or gap between your actions and a change in the final end result.* Characteristics• Outcome measure.• Indicates the end result of the system.• Tells you what happened, not what is happening.• Less effective at measuring the effects ofspecific changes made to the system. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  17. 17. Non-HR Examples;* Health — heart attack, liver failure, stroke, death!* Automobile — arrived safely at destination (or not), engine failure, blown tire, citation from traffic enforcement, etc.* Economy — GNP growth, national debt, unemployment rate, etc.* HR Examples;* Employee retention.* Employee performance.* Organizational performance. Lagging indicators have a* Customer retention. direct bearing on a company’s* Employee productivity. bottom line. There is a business interest in and a direct financial benefit from improvement in these areas. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  18. 18. What are some lagging indicatorsthat you could use to measure theresults of the effectiveness of yourHR efforts? HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  19. 19. Characteristics* Leading indicators are process measures • Process measure. that help you gauge incremental progress • Immediate you are making toward key HR outcome feedback to the (lagging) measures . system. • Tells you what is happening now.* Since leading indicators measure the • Can be tracked results from your processes, there is less of over time. a delay between your actions and a • Provides an ―early change in the system. warning‖ of emerging results. • Very responsive to* They are the performance drivers — the changes in the key factors that enable the overall end system result (outcome) you want to achieve. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  20. 20. Non-HR Examples ; Health — Heartbeat, body temperature, blood sugar levels, cholesterol levels, blood pressure, etc. Automobile — gas gauge, engine temperature, speedometer, odometer, oil level, indicator lights, rumble strips on the roadway, GPS coordinates, etc. Leading indicators Economy — home starts, capital equipment have an purchases, layoffs, stock market value, public confidence, exchange rates, etc. indirect bearing on a company’s bottom line. WhileHR Examples; there is a Increasing retention business interest in A reduction in absenteeism in key positions. improvement in these areas, there % increase in internal people may not be expressing interest in position an immediate financial Number of positive comments from customers benefit to the company. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  21. 21. 1. Define/Describe Your Business Strategy.2. Develop a Strategy Map.3. Identify the High Leverage HR Deliverables.4. Identify Key Components of the HRArchitecture that Support the HR Deliverables.5. Develop the HR Scorecard/Dashboard. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  22. 22. Specific actions where a small, well-focused effort could produce themost significant and enduringimprovements or changes in thetarget outcomes. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  23. 23. HR Strategic HR Systems FocusBalancing valuecreationwith cost controlsand efficiencies HR HR Deliverable Competencies s HR Practices Involves identifying both performance drivers and enablers to support the company‘s strategic priorities HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  24. 24. Operational efficiency* High Performance Work System — knowledge and use of best HR Competencies* practices in HR* Employee relations/advocacy* Strategy execution* Change agent HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  25. 25. Staff competency model* Recruitment and selection* Employee orientation* Compensation and benefits HR Practices* Performance measurement* Labor-management relations* Effective work design* Internal customer satisfaction* Communication* Training and development* Succession planning HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  26. 26. Internal HR alignment* HR alignment with company strategy* Matching HR strategy to the company culture HR Practices* Differentiating HR services to match the different needs of different departments/strategic business units HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  27. 27. Assessing staff perceptions of the internalalignment of your HR practices — Are theyinternally consistent with one another?Assessing staff perceptions of the externalalignment of your HR practices:To what extent do your HR deliverables enablethe company’s performance drivers and strategicobjectives? To what extent do your HR practicesenable/support your HR deliverables? HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  28. 28. Measuring the “fit:” -100 = at cross purposes 0 = little or no effect 100 = mutually reinforcing HR Recruitme Training & Performan Compensat Work Org. HR Control HR ValuePractices nt & Developm ce ion & Selection ent Manageme Benefits ntRecruitmen --- -25 0 -50 -35 +25 -10 t& SelectionTraining & -25 --- +25 0 +75 +45 -20 Dev. Per. 0 +25 --- +20 -5 +10 +5Manageme nt Comp & -50 0 +20 --- 0 0 -35 BenefitsWork Org. -35 +75 -5 0 --- 0 -15 HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  29. 29. What is the HR Dashboard?The Credit Union’s HR Dashboard is a panel of indicatorsthat present a reading of the relative health/satisfactionof credit union employees on three dimensions:QWL Score, Core Values, and Overall Job Satisfaction. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  30. 30. 1. HR programs and services.2. Managerial performance feedback.3. Variable pay.4. Lessons learned — What did we dothat worked? Didn‘t work? HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  31. 31. 5. Relationship to other critical measures:Member/Customer SatisfactionMember RetentionFinancial PerformanceEmployee SatisfactionInternal Customer Service6. Focus of monthly management meetings.7. Explore the differences between groups(retail vs. support). HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  32. 32. 1. Quarterly Survey;(a) 20 questions, (b) fivecore values, (c) overall satisfaction, and (d)two open-ended questions.2. Sample Size — 60 to 65 employees.3. Validity — accurate +/- 1%.4. Administration — e-mail link to survey.5. Confidentiality — external consultant.6. Reporting Results — Three “instruments”on the HR Dashboard HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  33. 33. * I feel pride and a sense of accomplishment in the work that I do.* I have input into how I perform my job.* I feel appreciated for the good work that I do.* My direct supervisor gives me clear performance expectations that enable me to do quality work.* The Credit Union’s managers and supervisors have clearly communicated the future direction and goals of the Credit Union to me. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  34. 34. •Google USP•Air Asia Market Profit Model Discipline HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  35. 35. USP MarketProfit Model Discipline HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  36. 36. RevenueAssets Cost Cash Margin Flow HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  37. 37. Financial Revenue Cost Margin Cash Flow Asset CustomersInternal ProcessLearning & Growth HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  38. 38. USP MarketProfit Model Discipline HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  39. 39. Product "They are the most innovative" Leadership "Constantly renewing and creative" "Always on the leading edge" Customer Operational Intimacy Excellence"A great deal!" "Exactly what I need" Excellent/attractive price Customized products Minimal acquisition cost and Personalized hassle communications Lowest overall cost of "Theyre very responsive" ownership Preferential service and"A no-hassles firm" flexibility Convenience and speed Recommends what I need Reliable product and service "Im very loyal to them" Helps us to be a success HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  40. 40. Product Leadership (best product)Operational Excellence Customer Intimacy (low cost producer) (best total solution) HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  41. 41. Product Leadership (best product)Operational Excellence Customer Intimacy (low cost producer) (best total solution) HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  42. 42. Operational Product Leadership Customer Intimacy Excellence  New, state of the • Management by• Competitive price art products or Fact services• Error free, reliable • Easy to do  Risk takers business with• Fast (on demand)  Meet volatile • Have it your way• Simple customer needs (customization)• Responsive  Fast concept-to- • Market segments• Consistent counter of one information for all  Never satisfied - • Proactive, flexible• Transactional obsolete own and • Relationship and competitors• Once and Done consultative products selling  Learning • Cross selling organization HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  43. 43. Product Leadership (best product)Operational Excellence Customer Intimacy (low cost producer) (best total solution) HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  44. 44. Apple powerful Product Leadership products, premium (best product) pricing, limited range Still Doing HP well-balanced Acer super lean well in portfolio, mass cost 2009 customization structure, aggressi ve pricingOperational Excellence Customer Intimacy (low cost producer) (best total solution) HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  45. 45. What is your Goal?* Cost Reduction* Growth* Both? HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  46. 46. “Double-Digit Growth”, Michael Treacy GROWTH HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  47. 47. “Double-Digit Growth”, Michael Treacy •Increase switching cost •Customize products •Preempt Defections •Brand GROWTH •Neutralize Competitor advantages •Superior Value•Promising Market? •Buy market share•Make or Buy? •Spot growth opportunities •Organized search HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  48. 48. Growth Strategy Why? Growth Rate RateFast 1. Market •Maintain market share in strategic Positioning segments 2. Share Gain •Prepare for market decline 3. Base •Competitors focus too much on Retention getting new customersFlat 1. Base •Lose customers slower than Retention competitors 2. Share Gain •Create scale economics, squeeze (Acquisitions) costs HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  49. 49. Churn Strategy Why?RateLow 1. Share Gain •Buying customer base is (Acquisitions) cheaper than own efforts 2. Adjacent •New products, old customers Markets strategyHigh 1. Base •Lose customers slower than Retention competitors 2. Share Gain •Customers are always open to 3. Adjacent the best value and offer Market •Desperate to gain revenue
  50. 50. Fast Growth, 1.Market PositioningLow Churn 2.Share Gain 3.Base Retention 4.Adjacent Markets HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  51. 51. Financial Revenue Cost Margin Cash Flow Asset Customers SatisfactionBase Retention Share Gain Positioning Adjacent New Market Business Internal ProcessLearning & Growth HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  52. 52. Product Leadership (best product)Operational Excellence Customer Intimacy (low cost producer) (best total solution) HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  53. 53. Operational Product Leadership Customer Intimacy Excellence  New, state of the • Management by• Competitive price art products or Fact• services Error free, reliable • Easy to do• Fast (on demand)  Risk takers business with• Simple  Meet volatile • Have it your way customer needs (customization)• Responsive  Fast concept-to- • Market segments• Consistent counter of one information for all  Never satisfied - • Proactive, flexible• Transactional obsolete own and • Relationship and• Once and Done competitors consultative products selling  Learning • Cross selling organization HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  54. 54. * Operational Excellence * Move know-how from top performing units to others * Benchmark against best in class * Ensure operations training for all employees * Use disciplines like TQM for continuous learning to reduce costs and improve quality HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  55. 55. * Customer Intimacy * Capture knowledge about customers * Understand customer needs * Empower front line employees * Ensure that everyone knows the customer * Make company knowledge available to customers HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  56. 56. * Product Leadership * Reduce time to market * Commercialize new products fast * Ensure that ideas flow * Reuse what other parts of the company have already learned * Ensure there are multiple sources of funding HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  57. 57. Product Leadership (best product)Operational Excellence Customer Intimacy (low cost producer) (best total solution) HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  58. 58. Financial Revenue Cost Margin Cash Flow Asset Customers Satisfaction Base Retention Share Gain Positioning Adjacent New Market Business Internal Process Investment Operational Product Customer Strategy Excellence Leadership IntimacyLearning & Growth HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  59. 59. Business PersonStructure Model Strategic Planning Culture Leadership Resources HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  60. 60. Culture * Focus point * Alignment * Quality * Innovation & Differentiation * Risk taking * Performance Management * Corporate obsession * Decision making HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  61. 61. Structure * Org Structure * Job Design * Policies & procedures * Decision making * Job fit * Management Systems * BSC and KPIs * Decentralized & Empower HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  62. 62. Leadership * Role modeling * Vision/Mission/Philosophy * Leadership Style * Delegation & Empowerment * C&B, Promotions * Sense of Urgency * Speak regularly about Performance HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  63. 63. * RecognitionPerson * Recruitment * Training * Profit sharing * Values * Motivation * Self Efficacy * Awareness * Useful Competencies * Career aspirations * Attribution (control) HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  64. 64. EnablersResources * Technology * Equipment * Materials * Human Intellectual Property * Partners * Property HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  65. 65. Business PersonStructure Model Strategic Planning Culture Leadership Resources HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  66. 66. Organization, jobs, skillsCulture, values, norms Operational Product Customer Excellence Leadership IntimacyInformation and systemsManagement systems HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  67. 67. Operational Excellence Organization, •Central authority, low level of empowerment jobs, skills •High skills at the core of the organizationCulture, values, •Disciplined Teamwork norms •Process, product- driven •Conformance, one size fits all mindsetInformation and •Integrated, low cost transaction systems systems •The system is the processManagement •Command and control systems •Quality management HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  68. 68. • Product LeadershipOrganization, jobs, • Ad hoc, organic and cellular skills • High skills abound in loose-knit structuresCulture, values, • Concept, future-driven norms • Experimentation and out of the box mindsetInformation and • Person-to-person communications systems systems • Technologies enabling cooperationManagement • Rewarding individuals innovative capacity systems • Risk and exposure management • Product Life Cycle profitability HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  69. 69. Customer IntimacyOrganization, jobs, •Empowerment close to point of customer contact skills •High skills in the field and front-lineCulture, values, •Customer-driven norms •Variation and have it your way mindsetInformation and •Strong customer databases, linking internal and systems external information •Strong analytical toolsManagement •Customer equity measures like life time value systems •Satisfaction and share management •Focus on „Share of Wallet‟ HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  70. 70. Financial Revenue Cost Margin Cash Flow Asset Customers SatisfactionBase Retention Share Gain Positioning Adjacent New Market Business Internal Process Investment Operational Product Customer Strategy Excellence Leadership IntimacyLearning & Growth Competencies Information Motivation, empower Systems ment, alignment HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  71. 71. Which comes first?1. Strategies -> KPI?2. KPI -> Strategies?•already know our priorities, aware of allstrategy options available•creating something UNIQUE, INNOVATIVE andDISRUPTIVE e.g. Air Asia•conducting a business Turnaround e.g. MAS HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  72. 72. Which comes first?1. Strategies -> KPI?2. KPI -> Strategies?•want to find out possible strategies,•determine our priorities first thru selectionof important KPIs;•growing through ‗normal‘ business, not aTurnaround. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  73. 73. •Customer satisfaction •Win rate (sales closed/sales contact) Customer loyalty •Customer visits to the company Market share Hours spent with customers Customer complaints Marketing cost as a percentage of sales Complaints resolved on first contact Number of ads placed Return rates Number of proposals made Response time per customer Brand recognitionrequest Response rate Price relative to competition Number of trade shows attended Total cost to customer Sales volume Average duration of customer Share of target customer spendingrelationship Sales per channel Customers lost Average customer size Customer retention Customers per employee Customer acquisition rates Customer service expense per customer Percentage of revenue form new Customer profitabilitycustomers Frequency (number of sales Number of customers transactions) Annual sales per turnover HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  74. 74. “What is the moral of the story?” HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  75. 75. Before: ―Handle Time‖ Per Call* Motivated Call Centre staff to transfer callers, getting rid of complainers, making them someone else‘s problem* Callers at 45% chance of being transferred* 7,000 customers each week suffered transfers 7 times or more HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  76. 76. After: ―Minutes Per Resolution‖ of a problem* Resolution in ONE CALL become the core goal* Reduced probability of call transfers from 45% to 18% HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  77. 77. Financial Revenue Cost Margin Cash Flow Asset Customers SatisfactionBase Retention Share Gain Positioning Adjacent New Market Business Internal Process Investment Operational Product Customer Strategy Excellence Leadership IntimacyLearning & Growth Competencies Information Motivation, Systems empowerment, alignment HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  78. 78. Financial Revenue Market Value Productivity Growth Customers / DistributorsProducts/ Channel Target Services Strategies Markets Internal Supplier & Department External Process Alliances Operations InvolvementLearning & Technology Growth Human Information & Resources Systems & Intelligence Processes HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  79. 79. Financial Services Retail Telecommunications•Maximize ARPU •Understand customer •Anticipate and prevent churn•Minimize Churn behavior related to customer despite compensation•Mutichannel customer conversion, acquisition, and •Increase number of productsservice retention per customer •Single view of customer •Turn call center information •Multichannel customer opportunity to up-sell and experience cross-sell •Personalized customer •Increase customer experience satisfaction and loyalty Hospitality Travel & Leisure Manufacturing•Personalized customer •Increase customer loyalty •Single view of customersexperience and preference across supply chain•Maximize share of wallet •Maximize customer revenue •Zero-error order capture•Player/customer loyalty •Improve service quality and •Streamline opportunity to•Multichannel customer efficiency cash processesservice •Capture and close sales •Leverage investment in ERP opportunities and backoffice systems HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  80. 80. Operational Product Customer Intimacy Excellence Leadership• Price • Marketing • Customer• Selection Knowledge • Functionality• Convenience • Solutions Offered• Zero Defects • # of Successes • Penetration• Growth • # of Failures • Customer Data • Learn from key • Customer-success users focus • Interdisciplinary teams • Pipeline HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  81. 81. Customer/Client/ Government BSC Financial Revenue Cost Margin Cash Flow Asset Customers Satisfaction Your BSC Base Share Gain Positioning Adjacent New Retention Market Business Financial Revenue Cost Margin Cash Flow Asset Internal Process Customers Satisfaction Investment Operational Product Customer Strategy Excellence Leadership Intimacy Base Share Gain Positioning Adjacent New Retention Market Business Learning & Growth Competencies Information Motivation, Internal Systems empowerment, Process Investment alignment Operational Product Customer Strategy Excellence Leadership Intimacy Learning & Growth1. Draw your „customer‟s‟ BSC Competencies Information Systems Motivation, empowerment, alignment2. Match their CP/IP with your CP3. Identify IPs that support/conflict HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  82. 82. Business Model BSC KPIs Budgeting + PlanningPerformance Management System Differentiation Talent Management Succession Planning (Business Continuity) HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  83. 83. Business Model BSC a.k.a. Strategy KPIs Planning Budgeting + Planning Performance Management System Differentiation a.k.a. Strategy Talent ManagementImplementation Succession Planning (Business Continuity) HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  84. 84. A ExcellentB GoodC AverageD PoorE Useless
  85. 85. A ExcellentB GoodC Average GoodD PoorE Useless
  86. 86. A Excellent ExcellentB Good Very GoodC Average GoodD Poor Not GoodE Useless Commit Suicide
  87. 87. A Excellent Consistently achieved 4 for 3 quartersB Very Good Higher than planned resultsC Good Achieved Planned ResultsD Not Good Did not fully meet planned resultsE Commit Unacceptable performance Suicide
  88. 88. * Pay for Service* Pay for Job* Pay for Performance* Pay for Competency HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  89. 89. * Use this if your company:* Pays for Performance, and* Pays for Job rates* Def: Mid-Point = Mid Point of Pay GradeGrade E2 Min MID Max RM2,000 RM2,500 RM3,000 HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  90. 90. < 0.7 ≥0.7 - >0.9 - ≥1.1 - > 1.3 ≤0.9 <1.1 ≤1.35 20 15 12 8 54 18 12 9 5 33 9 7 5% 4 32 1 1 1 0 01 0 0 0 0 0 HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  91. 91. „A‟ „B‟ „C‟ „D‟ „E‟Staff Staff Staff Staff Staff HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  92. 92. 1. Result Planning schedule. BSC, Budget2. Quarterly Performance Appraisals3. Sales performance reviews4. Non-sales performance reviews5. Annual Appraisals6. Specialized KPI committees7. Internal Audit & process problems8. HRM & TND – people problems HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  93. 93. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
  94. 94. * How aligned is your HR system?* Do your HR practices work together or at cross purposes* Building from your HR Deliverables . . .* Identify your key “high leverage” HR* “doable” and enablers in your; * HR Competencies * HR Practices * HR System HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012

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