The document discusses the HR scorecard and dashboard. It provides information on:
1. The value and role of the HR scorecard in guiding decision making and evaluating program effectiveness.
2. The difference between leading and lagging indicators as measures of HR effectiveness, with leading indicators focusing on processes and lagging indicators focusing on outcomes.
3. Components of the HR scorecard including objectives, strategies, enablers, resources, and key performance drivers and deliverables that support business strategies.
HR SCORECARD Human Resource Scorecard PPT SlidesYodhia Antariksa
The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
This document provides an overview of a training program on Strategic Human Resource Management (SHRM) and Human Resource Business Partnering (HRBP). The program covers fundamental SHRM concepts, applying strategic principles to the HRM value chain, the strategic HRM process, HRM risk management, HRBP best practices, and transforming the HR function into strategic business partners. It includes learning activities such as discussing how organizations can improve their HRM functions and applying HR risk management processes. The goal is to help participants understand how to position HRM as strategic partners that deliver value to the business.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
This document discusses strategic human resource management and the HR scorecard. It begins with an outline of the strategic management process and different types of business strategies. It then explains what a strategic human resource management system is and why it is important to link HR with business strategy. The document introduces the HR scorecard approach for creating HR systems aligned with strategy. It discusses developing HR metrics and highlights, discussing topics like the importance of metrics, examples of metrics, data collection, and analyzing metrics. The presentation concludes with an explanation of how to develop an HR scorecard using a 10 step process.
The document discusses HR scorecards, which measure HR's contribution to business results and strategy alignment. An HR scorecard has four perspectives: financial, customer, internal, and learning. It is implemented in seven steps: clarify strategy, develop HR architecture, create a strategy map, identify HR deliverables, align architecture, design the scorecard, and execute. The scorecard links HR goals to company objectives and defines key performance indicators to measure strategic objectives across recruiting, productivity, development, and talent management.
This document discusses strategic human resource management. It begins by noting the complex and evolving nature of strategy. It then defines strategic HRM as aligning organizational goals with human resources strategies, policies, and practices. The document presents a model of strategic HRM and discusses the strategic role of HR specialists. It also examines views on being a "strategic business partner" and lists roles and steps for HR to be strategic. Finally, it discusses developing integrated HR strategies in key areas like talent management, learning and development, and employee relations.
HR SCORECARD Human Resource Scorecard PPT SlidesYodhia Antariksa
The document provides information on developing HR scorecards and key performance indicators (KPIs) for measuring HR performance. It includes examples of HR strategy maps and scorecards that identify strategic objectives and KPIs related to areas like employee satisfaction, productivity, recruitment, and competency development. It also shares a template for an HR manager's KPI table that lists key result areas, KPIs with defined targets and weights, space to track actual results, and a formula for calculating final performance scores. The template is intended to help HR evaluate and improve their performance across important business goals.
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
This document provides an overview of a training program on Strategic Human Resource Management (SHRM) and Human Resource Business Partnering (HRBP). The program covers fundamental SHRM concepts, applying strategic principles to the HRM value chain, the strategic HRM process, HRM risk management, HRBP best practices, and transforming the HR function into strategic business partners. It includes learning activities such as discussing how organizations can improve their HRM functions and applying HR risk management processes. The goal is to help participants understand how to position HRM as strategic partners that deliver value to the business.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
HR Business Partner: Roles and ResponsibilitiesCreativeHRM
Dave Ulrich changed Human Resources. He described completely new HR Model. He introduced several roles, which HR has to act. The HR Business Partner is the key role in his concept.
The HR Business Partner is the front office role of HR and the HR Business Partner has to understand the business he or she supports. The HRBP has to understand to all HR processes and has to be able to negotiate the win-win consensus with internal clients.
What are the most common roles and responsibilities of the HR business partner? How should you implement the Dave Ulrich's HR Model in your organization?
This document discusses strategic human resource management and the HR scorecard. It begins with an outline of the strategic management process and different types of business strategies. It then explains what a strategic human resource management system is and why it is important to link HR with business strategy. The document introduces the HR scorecard approach for creating HR systems aligned with strategy. It discusses developing HR metrics and highlights, discussing topics like the importance of metrics, examples of metrics, data collection, and analyzing metrics. The presentation concludes with an explanation of how to develop an HR scorecard using a 10 step process.
The document discusses HR scorecards, which measure HR's contribution to business results and strategy alignment. An HR scorecard has four perspectives: financial, customer, internal, and learning. It is implemented in seven steps: clarify strategy, develop HR architecture, create a strategy map, identify HR deliverables, align architecture, design the scorecard, and execute. The scorecard links HR goals to company objectives and defines key performance indicators to measure strategic objectives across recruiting, productivity, development, and talent management.
This document discusses strategic human resource management. It begins by noting the complex and evolving nature of strategy. It then defines strategic HRM as aligning organizational goals with human resources strategies, policies, and practices. The document presents a model of strategic HRM and discusses the strategic role of HR specialists. It also examines views on being a "strategic business partner" and lists roles and steps for HR to be strategic. Finally, it discusses developing integrated HR strategies in key areas like talent management, learning and development, and employee relations.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
The document outlines an implementation plan for establishing a strategic HR business partner function. It includes definitions of the HR business partner role, components for success, a proposed model, and a change management model. The implementation plan has 5 phases: assess readiness, prepare for implementation, plan implementation, roll out the new HR model and partner function, and evaluate. A timeline shows the plan will be implemented over 9 months. Appendices provide supporting documents like assessments and descriptions to aid implementation.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
Human Capital Management is defined as "A strategic approach to people management that focuses on the issues that are critical to an organization's success"
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
This presentation discusses employee branding and its integration with HR marketing. Employee branding refers to employees internalizing the desired brand image and projecting it to customers. The objectives of employee branding are to empower employees, improve loyalty and reputation, and increase motivation. This can be achieved through selective hiring, targeted training, clear communication of goals, and compensation systems that reflect the brand. Growing employer brands is important to attract and retain employees, leading to business gains. Successful employer branding requires core brand definition, senior management involvement, alignment with strategy, and ongoing measurement. The presentation provides examples of industry practices in employee branding.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
The document outlines a recruitment strategy with the goals of aligning recruitment with business plans, defining processes for attracting top talent at different levels, and establishing a talent acquisition strategy. It discusses recruiting top and senior leaders from direct sources, campuses, and job sites. The strategy aims to build the best employer brand, clearly define job requirements, select candidates based on qualifications and culture fit, and attract entrepreneurial people through opportunities for learning, growth, and equity compensation.
This document provides an overview of conducting an HR audit. It begins with an introduction on the importance of measuring HR practices and programs. It then outlines the typical agenda covered in an HR audit, including challenges for the HR department, purposes and objectives of an audit, benefits, frequency, principles, types of audits, scope, measures, standards, and the tasks of auditors.
The document delves into the various phases of an HR audit process - the foundational/initiation phase which involves planning and set up, the assessment phase which involves analyzing policies and practices against criteria, and the concluding/reporting phase which involves preparing and presenting an audit report with findings and recommendations. Key aspects like developing checklists, formulating
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
This document discusses how a balanced scorecard can be used by an HR manager to translate an organization's strategy into quantifiable metrics for human resources. It describes the four perspectives of a balanced scorecard - financial, customer, internal business processes, and learning and growth. An example is provided of how objectives, actions, and measures could be defined for a goal of reducing turnover costs using these four perspectives.
The document discusses talent management. It defines talent as a person's abilities including skills, knowledge, experience and personal qualities. Talent management is defined as integrated HR processes to attract, develop, motivate and retain productive employees. The document notes that 22% of turnover happens in the first 45 days and 59% of employees are looking for new jobs, demonstrating why talent management is fundamental. It outlines the talent management process and talent matrix, and lists some key talent metrics and benefits of talent management such as retaining top talent and better hiring.
The document discusses the importance of an onboarding process for new employees and executives. It outlines a three-step onboarding process that involves getting clarity on expectations, learning important information, and planning implementation goals. The onboarding process should integrate new hires, prepare them for success, and help them become engaged members of the organization.
Concepts of cutover planning and managementSanjay Choubey
Global Business Transformation, SAP, ERP, Cutover Management, Manufacturing Excellence, Blackout period Management, Direct and Indirect Procurement, Business Intelligence, Data Management and Analytic,
The document discusses the balanced scorecard performance measurement framework. It describes the balanced scorecard as measuring organizational performance across four perspectives: financial, customer, internal business processes, and learning and growth. Each perspective has objectives, measures, targets, and initiatives. The balanced scorecard links performance measures to strategy and helps organizations communicate and monitor their strategy.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
The document outlines an implementation plan for establishing a strategic HR business partner function. It includes definitions of the HR business partner role, components for success, a proposed model, and a change management model. The implementation plan has 5 phases: assess readiness, prepare for implementation, plan implementation, roll out the new HR model and partner function, and evaluate. A timeline shows the plan will be implemented over 9 months. Appendices provide supporting documents like assessments and descriptions to aid implementation.
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
Human Capital Management is defined as "A strategic approach to people management that focuses on the issues that are critical to an organization's success"
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
This presentation discusses employee branding and its integration with HR marketing. Employee branding refers to employees internalizing the desired brand image and projecting it to customers. The objectives of employee branding are to empower employees, improve loyalty and reputation, and increase motivation. This can be achieved through selective hiring, targeted training, clear communication of goals, and compensation systems that reflect the brand. Growing employer brands is important to attract and retain employees, leading to business gains. Successful employer branding requires core brand definition, senior management involvement, alignment with strategy, and ongoing measurement. The presentation provides examples of industry practices in employee branding.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
The document outlines a recruitment strategy with the goals of aligning recruitment with business plans, defining processes for attracting top talent at different levels, and establishing a talent acquisition strategy. It discusses recruiting top and senior leaders from direct sources, campuses, and job sites. The strategy aims to build the best employer brand, clearly define job requirements, select candidates based on qualifications and culture fit, and attract entrepreneurial people through opportunities for learning, growth, and equity compensation.
This document provides an overview of conducting an HR audit. It begins with an introduction on the importance of measuring HR practices and programs. It then outlines the typical agenda covered in an HR audit, including challenges for the HR department, purposes and objectives of an audit, benefits, frequency, principles, types of audits, scope, measures, standards, and the tasks of auditors.
The document delves into the various phases of an HR audit process - the foundational/initiation phase which involves planning and set up, the assessment phase which involves analyzing policies and practices against criteria, and the concluding/reporting phase which involves preparing and presenting an audit report with findings and recommendations. Key aspects like developing checklists, formulating
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
This document discusses how a balanced scorecard can be used by an HR manager to translate an organization's strategy into quantifiable metrics for human resources. It describes the four perspectives of a balanced scorecard - financial, customer, internal business processes, and learning and growth. An example is provided of how objectives, actions, and measures could be defined for a goal of reducing turnover costs using these four perspectives.
The document discusses talent management. It defines talent as a person's abilities including skills, knowledge, experience and personal qualities. Talent management is defined as integrated HR processes to attract, develop, motivate and retain productive employees. The document notes that 22% of turnover happens in the first 45 days and 59% of employees are looking for new jobs, demonstrating why talent management is fundamental. It outlines the talent management process and talent matrix, and lists some key talent metrics and benefits of talent management such as retaining top talent and better hiring.
The document discusses the importance of an onboarding process for new employees and executives. It outlines a three-step onboarding process that involves getting clarity on expectations, learning important information, and planning implementation goals. The onboarding process should integrate new hires, prepare them for success, and help them become engaged members of the organization.
Concepts of cutover planning and managementSanjay Choubey
Global Business Transformation, SAP, ERP, Cutover Management, Manufacturing Excellence, Blackout period Management, Direct and Indirect Procurement, Business Intelligence, Data Management and Analytic,
The document discusses the balanced scorecard performance measurement framework. It describes the balanced scorecard as measuring organizational performance across four perspectives: financial, customer, internal business processes, and learning and growth. Each perspective has objectives, measures, targets, and initiatives. The balanced scorecard links performance measures to strategy and helps organizations communicate and monitor their strategy.
Now that you have chosen the right business productivity platform for your business, you must consider the factors when migrating your data to your new platform. The planning and processes involved in transitioning from one platform to another is a major undertaking. And with so many different migration paths to and from the cloud, the migration process can be a challenge, especially if you do not have the expertise or technical staff in-house.
Learn from two Microsoft Exchange & Office 365 migration experts on how to make the migration easy, no matter which platform you have selected.
During this presentation you will learn:
• The differences between mindSHIFT’s Hosted Exchange Security Bundle and Office 365 Business Premium Package
• How to make the migration as easy as possible for whatever business productivity platform you select
• The different migration methods for each platform and how to determine what is best for your business
To view part 1 of this 2-part series, please visit: http://www.mindshift.com/Resources/Webinars/Hosted-Exchange-vs-Office-365.aspx
A strategic approach to Human Resource Management
Please see:
https://flevy.com/browse/business-document/strategic-human-resources-147
For an improved version
The document provides an introduction to business process management (BPM). It defines BPM as both a management methodology and enabling technology. The goals of BPM include improving efficiency, compliance, agility, and visibility of business processes. Benefits include process improvement, increased business agility, and self-documenting processes. The document discusses the evolution of BPM technology and trends, including the emergence of BPMN standards and model-driven development. It also outlines how BPM relates to service-oriented architecture.
This document provides guidelines for using strategy maps to improve strategy execution. It outlines a six-step process for developing an effective corporate-level strategy map: (1) define objectives, (2) identify measures, (3) select strategies, (4) define relationships, (5) validate, and (6) communicate. The strategy map links long-term objectives with critical success factors and strategic initiatives. It is intended to help organizations more successfully implement their strategies by improving alignment across functions like planning, budgeting, operations and compensation.
This document discusses the debate around whether the English curriculum should be different for vocational students compared to general studies students in Norway. It provides background on the current English curriculum, which aims to provide all students with the same competence in English regardless of their program of study. However, some argue vocational students struggle more with the literature and culture-focused curriculum. The document also examines attitudes from teachers and industry representatives through interviews on this topic. It reviews literature on high dropout rates in vocational programs and debates around reducing theory in vocational curriculums. Overall, the document aims to understand different perspectives on the English curriculum for vocational students in Norway.
The document discusses the Strategic Performance Management System (SPMS) implemented by the Civil Service Commission of the Philippines. The SPMS aims to strengthen performance management in government agencies. It shifts the focus from individual-based evaluations to team and organizational performance. The SPMS cycle involves four steps: 1) performance planning and commitment, 2) monitoring and coaching, 3) review and evaluation, and 4) rewarding and development. Key aspects of the SPMS include setting organizational goals, indicators to measure performance, and linking performance to incentives and rewards. The system aims to improve both individual employee efficiency and overall organizational effectiveness.
This document discusses developing an Office of Strategic Management (OSM) to ensure ongoing success with the Balanced Scorecard approach. It outlines key attributes for leading an OSM, including being a strategist who owns the strategic process, a scorekeeper who manages how strategy is structured and implemented, and a gatekeeper and guide who focuses attention and provides direction. The document also discusses how focusing on successful customer outcomes can help align organizations and drive innovation when developing a balanced scorecard.
This document outlines plans for cutting over from an old system to a new system called Venus, including a cutover plan, escalation procedures, backup and restoration plans, post-implementation support, on-site resources, a war room configuration, risk assessment, and contingency planning. It identifies key tasks, owners, timelines, and contact information to guide the project team through the cutover process.
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
Defining business value in units meaningful to the business and connecting these to the measures of performance for the project that produce this business value.
The document discusses using a balanced scorecard and strategy map to drive corporate performance. It provides an overview of key components:
1) A balanced scorecard balances financial and non-financial metrics across four perspectives: financial, customer, internal processes, and learning and growth.
2) A strategy map translates a company's strategy and helps identify strategic objectives and key performance indicators (KPIs) within each perspective.
3) KPIs should be measurable, relevant to objectives, and help evaluate progress towards strategic goals. Different types of KPIs include productivity, quality, profitability and more.
The document discusses using an HR scorecard to measure HR performance and strategy. It explains that an HR scorecard is most useful when based on an HR strategy map that shows the links between objectives across four perspectives: input, activity, outcome, and business impact. Without a strategy map to provide context, an HR scorecard can confuse strategy and lead to misguided decisions if measures are not well aligned with objectives. The key is developing an HR strategy map first to identify the strategic activities, outcomes, and impacts of HR before defining scorecard measures.
An introduction to the three main financial statements using a tree analogy. If you like this, just imagine what I can do in person at your next event. Go to www.geniwhitehouse.com or www.evenanerd.com for more information and my list of topics, expertise, and nerdy obsessions.
My next deck is going to include basset hounds (see my post from 2023). That is a promise.
In this presentation, Roni explains the basics of Kanban and the principles governing the application of Kanban for process improvement. We also look at a comparison between Scrum and Kanban and visit the basic differences between them.
It includes pointers telling what’s wrong with the current system, history of Kanban, introduction to Kanban, benefits of using Kanban, practices used in Kanban, principles of Kanban, how is Scrum different from Kanban. The tutorial begins with details about the current system and what’s wrong with it. It includes pointers like burnout, low throughput, unidentified bottlenecks, too much work which tell what’s wrong with the current system.
Followed by is a section about the history of Kanban which includes points like how the name originated, who discovered it, design, visual signals, based on which system. Resulting in an introduction section which talks about Kanban, what method it uses, scheduling system, what it consists of, amount of work, identification etc. Next comes the benefits section which includes the benefits of using Kanban like helps in visualizing the system, allows to evaluate, identify bottlenecks, establish trust in process etc.
Afterwards there is a section about Kanban practices. It includes practices used in Kanban like visualize, limit WIP in each phase of development, managing flow by keeping it under monitor, make policies explicit, improve collaboratively through the use of scientific models and some terms like lead time, cycle time, throughput etc. Moreover, it also includes the board for easy visualization, story card for keeping track, charts for measurement, control charts to measure average time taken for each task, cumulative flow diagrams showing relative amount of work.
Then comes the principles of Kanban. It includes principles which should be used in Kanban like agree to pursue incremental, evolutionary change, optimize what already exists, respect the current process, roles, responsibilities, leadership at all levels to empower the workforce to bring about change. The last section of this tutorial is Scrum vs Kanban. It explains how scrum is different from Kanban by giving pointers like Scrum prescribes roles, time boxed iterations, backlog items must fit, limit WIP in a different way. It also includes pointers giving reason why it shouldn’t matter because emphasis should be on the goal and not the tool.
This document provides an overview of managing corporate performance using the balanced scorecard approach. It discusses key components of performance management including identifying strategic objectives and key performance indicators across four perspectives: financial, customer, internal processes, and learning and growth. Strategy maps are presented as a framework to translate strategies into objectives and measures across each perspective. Examples are also given of strategy maps tailored for different corporate functions like HR, IT, finance and marketing.
iSolutions is a human resources consulting firm that provides services to help organizations address major trends impacting business today and gain a competitive edge through effective human capital management. The document discusses trends like rising healthcare costs, an aging workforce, and increased productivity demands. It emphasizes that properly aligning talent management practices like performance management and succession planning with business goals is key to success. iSolutions can partner with organizations to assess their human resources needs, implement best practices, and ensure their human capital supports their strategic objectives. The firm has experience in areas like training, performance management, and benefits analysis to help clients improve workforce engagement and effectiveness.
This document discusses setting key performance indicators (KPIs) for safety. It provides examples of potential KPIs across several categories: accidents and incidents, involvement and communication, monitoring operational performance, occupational health, and promoting and ensuring system effectiveness. The document emphasizes that KPIs should be specific, measurable, achievable, relevant and time-bound. It also provides an example of setting KPIs for a strategic aim of continuous safety improvement, identifying initiatives, baseline data, targets, and actual performance.
The document discusses the basic concepts of strategic management, including defining strategy as a comprehensive action plan to guide resource utilization and accomplish organizational goals. It outlines the key phases of strategic management as environmental scanning, strategy formulation, implementation, and evaluation and control. The goal of strategic management is to help organizations develop a clear strategic vision and focus on sustaining long-term competitive advantage.
5 Employee Relations Metrics you Should be Tracking & WhyDovetail Software
If tracked correctly, ER metrics can help determine the root cause of workforce trends in your organization. In this webinar, human capital strategy consultant and 20-year HR veteran Cathy Missildine-Martin will reveal five critical ER metrics you should be tracking and why.
Join us to learn:
* Why ER metrics are just as important to HR analytics as performance metrics
* How to use ER metrics to drive corporate policy change
* What ER metrics you should be tracking and what they reveal
* How to use technology to track, measure and report on ER metrics
This must-attend webinar will help ensure that you’re including the metrics necessary to paint a full picture of what’s going on in your organization’s workforce and have the insight you need to build an effective human capital strategy.
The document discusses creating a balanced scorecard to link organizational objectives, initiatives, and measures to its strategy. It provides an overview of what a balanced scorecard is, noting it measures progress toward strategic goals across financial, customer, internal process, and learning/growth perspectives. It outlines the steps to create a strategy map first to clarify the organization's strategy before developing performance measures in a balanced scorecard.
The document discusses strategy execution and the balanced scorecard framework. It provides insights into why 70% of strategic failures are due to poor execution by leadership. The balanced scorecard is presented as a framework that can help organizations translate their strategy into clear objectives and measures across financial, customer, internal process, and learning/growth perspectives. It emphasizes that the balanced scorecard is not just a measurement system but can transform strategic planning and help align the organization to successfully execute its strategy when fully deployed.
Using Analytics to Integrate and Drive Talent ManagementScott Mondore
This document summarizes a presentation on using analytics to integrate and drive talent management. It discusses linking talent management processes like succession planning and surveys to business outcomes. It promotes calculating an ROI for talent processes and integrating key drivers into a dashboard for senior leaders. The presentation provides learning objectives, guiding principles, and discusses the speakers' company SMD which helps clients create people strategies to maximize business results through talent management.
The Balanced Scorecard is a management tool that measures an organization's performance across four perspectives: financial, customer, internal processes, and learning and growth. It was developed in the 1980s to provide a more comprehensive view of performance than financial measures alone. The Balanced Scorecard translates an organization's strategic goals into measurable objectives and initiatives. Key elements include setting targets across the four perspectives and determining initiatives to achieve goals. Leadership and core teams work to develop the scorecard and implement initiatives to drive performance.
This document discusses how HR processes are often conducted annually rather than continuously throughout the year. It uses a fairy tale analogy of a CFO and COO who only work for two months each year to illustrate this problem. The document argues that to maximize performance, companies should view their employees as a human system and implement strategic HR processes around performance management, compensation, and development on a continuous basis. When integrated properly, these processes can help align employees' goals with company strategy and keep them engaged and motivated year-round.
Strategic planning is one of the most important responsibilities of senior management as it sets the organizational vision, strategies, and resource deployment to achieve that vision. However, strategic plans are often misunderstood and poorly used, resulting in large documents that are not implemented. There are several common reasons for this, including senior management not following a defined process, the plan being delegated without true endorsement, and lack of communication and implementation guidelines. Properly developing a strategic plan requires involvement from senior leadership, understanding what the plan is designed to provide, and having a defined process and methodology to create the plan in a timely and efficient manner.
The document discusses several strategic planning models that can be used by organizations, including the Strategy Map, Balanced Scorecard, SWOT Analysis, PEST Analysis, Gap Planning, Blue Ocean Strategy, Porter's Five Forces, and VRIO Framework. It provides overview and examples of each model. The models can be used to analyze internal/external factors, identify goals and measures, compare current/desired states, explore new market opportunities, and evaluate competitive advantages. While each has strengths, the best model depends on an organization's specific context and needs.
This document discusses various approaches to measuring the return on investment (ROI) of human resources programs and investments over time. It outlines 12 approaches that have been used since the 1960s, ranging from early subjective measures like management by objectives and surveys to more recent leading approaches like developing an HR effectiveness index and treating HR as a profit center. The document provides details on different measurement techniques and argues that while no single approach may be best, using a mix of approaches can help bring more accountability to the HR function.
The document discusses the basics of the balanced scorecard approach. It explains that the balanced scorecard addresses weaknesses of classical strategic planning and performance management by providing an integrated framework. Key aspects include having objectives and metrics in four perspectives (financial, customer, internal processes, innovation and learning) and cascading scorecards from the enterprise level down. The document also discusses how HR can develop an HR scorecard aligned with business strategy to measure its contribution in areas like employee capabilities and satisfaction.
Balanced Scorecard (BSC) for cultural projects and institutionsTheCultKit
The document discusses implementing a Balanced Scorecard (BSC) for cultural projects and institutions. It provides an overview of the BSC, including its four main perspectives - financial, customer, internal business processes, and learning and growth. It then gives a case study example of completing a BSC, including defining objectives and initiatives for each perspective along with associated metrics, targets, statuses, priorities, and responsibilities. The BSC is presented as a tool to translate vision into measurable goals, communicate strategy, and provide feedback to support strategic learning.
The Balanced Scorecard is a performance management approach that helps organizations translate their vision and strategy into objectives and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides a framework for organizations to plan, measure, and manage performance and progress toward strategic goals. The Balanced Scorecard uses a mix of lagging and leading performance indicators to help organizations monitor and improve performance.
This document discusses ways for managers to improve organizational output. It defines manager output as the output of the units they supervise, including revenue, employee happiness, and customer satisfaction. It explains the difficulties of transitioning from individual contributor to manager due to differences in focus and work. Some key ways discussed to improve output include focusing on measurable indicators, using processes, making decisions efficiently, providing training, motivating employees, and setting clear expectations. The overall message is that investing in people through coaching and development is vital for managers to increase organizational performance.
CFO - How to sustain excellence in your company, by NYC Advisors, LLCNYC Advisors, LLC
The document provides guidance on achieving sustained excellence for CFOs and business leaders. It emphasizes the importance of common sense practices like cost control, customer service, and risk management. It also stresses strategic leadership through clear communication, goal-setting, benchmarking, and empowering employees. The document advocates for ongoing transformation, stress testing the business, and being prepared for different scenarios through contingency planning.
Presentation by Alex Abolmasov on C5 Private equity conference Alexander Abolmasov
This document summarizes a presentation about effective management strategies in uncertain times. It discusses how traditional centralized management styles may not be effective in modern dynamic markets. It advocates adopting principles from Toyota like the improvement kata, empowering employees, and focusing on intrinsic motivation rather than extrinsic rewards. Continuous learning and challenging assumptions are key to adapting to unpredictable conditions. Financial management should move from rigid annual budgets to rolling forecasts and balanced scorecards to better support strategy.
The document discusses using multi-rater (360 degree) assessments to drive business outcomes. It outlines the key steps to effectively implement a multi-rater assessment process, including defining objectives, competencies, developing the assessment tool, launching the survey, delivering feedback reports, and conducting a systemic analysis. The results of a case study on a multi-rater assessment of pharmaceutical sales representatives are presented, showing competency-level results and highest scoring items to help identify development areas.
Presentation skills designed for autistic kids teachergihan aboueleish
Presentation skills designed for autistic kids who can't communicate properly.
Presentation types.
Tone / voice
Eye contact
Selecting the presentation tool
Presentation Elements;
Goals.
Titles.
Gathering data / information
Selecting the needed information
Set the plan
Select the presentation style / design /color
This document summarizes the key points from a presentation on the social criticisms of marketing and the impact of marketing on individuals and society. It discusses complaints about marketing such as high costs, deceptive practices, and false wants created by advertising. It also covers responses to these criticisms regarding benefits to consumers from marketing activities. Additionally, it defines concepts like consumerism, environmentalism, and socially responsible marketing. The role of ethics in marketing and how marketing can impact other businesses are also addressed.
Academic training for the pre-graduate students , held in both Cairo University & Ain Shams University - duration is 1hr.
Contents ;
- Definition.
- Process of communication
- Types of communication
- Barriers to communication
- Path of good communication
- How to overcome the barriers.
Definition of Planning.
Definition of Success.
SWOT Analysis
Steps of Strategic planning.
Mindset
KPI (Definition & Example)
Measuring Success.
Using KPI to measure success of strategy.
Remember
Definition of Planning.
Definition of Success.
SWOT Analysis
Steps of Strategic planning.
Mindset
KPI (Definition & Example)
Measuring Success.
Using KPI to measure success of strategy.
Remember
What is Emotional Intelligence?
1. Self-awareness.
2. Managing Emotions.
3. Motivation
4. Empathy.
05- Handling relationships
How To Develop A Higher Sense Of Emotional Intelligence?
IQ vs. EQ
Components of Emotional Quotient.
Characteristics of Emotional Intelligent PeopleHow to Increase Your EQ?
Importance.
Implementation
Social Media plan , why social media , Benefits of social media , channels of social media , social media for free , social media paid , Road-map , what does a social media package include?
Social Media plan , why social media , Benefits of social media , channels of social media , social media for free , social media paid , Road-map , what does a social media package include?
Legality is only a first step
Questions to ask: When faced with a potentially unethical action.
Management’s role
Compliance/Integrity based codes
Corporate social responsibility
A definition and stakeholders
Advanced presentation & communication skills . learn about communication , presentation skills, body language, How to design an effective presentation with applications , assignment & videos.
Types of Reports
What makes a good report?
How to Write Reports
Clarity and Structure
Figures and Tables (floats)
Technical Issues
Sales Proposals
Computer Reports
Anatomy of a Report
Future of Reports
Further reading
Conclusions
What is Negotiation?
Features of Negotiation
Why Negotiate ?
Types of Negotiation
Distributive Vs Integrative Negotiation
Negotiation Process
BATNA
Bargaining Zone Model of Negotiation
Negotiating Behavior
Issues in Negotiation
Third party Negotiations
How to achieve an Effective Negotiation
Negotiation Tips
What is Negotiation?
Features of Negotiation
Why Negotiate ?
Types of Negotiation
Distributive Vs Integrative Negotiation
Negotiation Process
BATNA
Bargaining Zone Model of Negotiation
Negotiating Behavior
Issues in Negotiation
Third party Negotiations
How to achieve an Effective Negotiation
Negotiation Tips
The document outlines a framework for conducting a market opportunity analysis in 8 steps: 1) Identify unmet and underserved customer needs, 2) Identify specific target customers, 3) Assess competitive advantages, 4) Assess resource needs, 5) Assess market readiness of relevant technologies, 6) Craft an opportunity story, 7) Assess attractiveness of the opportunity, and 8) Determine whether to pursue the opportunity. The analysis examines customers, competition, company resources and capabilities, and the external environment to evaluate a potential market opportunity.
• Principles underpinning all etiquette: the Golden and Platinum rules.
• Perception Equals Reality.
• Initial and Sustained Perception
• Communicating with Confidence
o PRESENCE
o APPEARANCE
o Handshaking exercise handout
o DRESS handout
o Grooming
o Mental rehearsal
o Make your first words count
• Interaction: Listening skills handout
• Interaction: Listening skills
• Interactive moment
• Planning a message
o Outlining your message
o Write an effective opening
o Order your arguments
• TELEPHONES AND FRONT DOORS
o Telephone Etiquette handout & exercise.
o General Do’s and Don’ts.
o Conference calls.
o Voice Mail
o Cell phone.
• At the Office
o Understanding Office Protocol
o Introducing yourself
o Introduce lower ranking person to higher ranking person. Include useful information
o Remembering names
o Speak with authority
o Write with authoritatively and positively and concisely.
o Notes of Appreciation
• Ice breakers
• Meeting Etiquette "Before , During & After"
• Social Events
• TABLE MANNERS
o Business Meals
o Rules of the host.
o Rules of the guest.
o Dining Etiquette
• MORALS AND MANNERS
• ATTITUDE
• PROVIDING SOLUTIONS TO CLIENT PROBLEMS
• TRAVELING AND SELLING
Workshop in two days with 12 hrs duration for mid-management level.
Identify the characteristics of an effective leader & identify their leadership styles.
Obtain a deeper understanding of leadership by a review of appropriate theories
Understand the meaning of, and barriers to, motivation.
Evaluate & apply motivation theories to their current operation.
Develop their teams to maximize their strengths and enhance productivity
Motivate their teams with effective performance measurement
Leverage the complementary skills and styles of their teams
Eliminate barriers and chokepoints that block teamwork
Develop a personal action plan to develop their leadership style
Integrate their leadership responsibilities, competencies and behaviors into their management role
Optimize organization and work design for success in service delivery teams
Creativity and Types of Innovation
Conceptual Blocks
Three Components of Creativity
The Paradoxical Characteristics of Creative Groups
Tools for Defining Problems and Creating New Ideas
Creating a Creative Climate
The document discusses creative problem solving and creativity. It covers topics like types of innovation, conceptual blocks to creativity, components of creativity, tools for defining problems and creating new ideas. Specific tools covered include the Kipling method, problem statements, brainstorming, attribute listing, and visioning. The goal is to provide an overview of concepts and approaches for creative problem solving.
Advanced presentation & communication skills universalgihan aboueleish
Advanced presentation & communication skills . learn about communication , presentation skills, body language, How to design an effective presentation with applications , assignment & videos.
The document discusses social media marketing basics. It defines social media as online media where people share and participate. Examples include blogs, forums, social networks, wikis, and bookmarks. Social media allows two-way communication between brands and customers for engagement, insights, and feedback. It is cost-effective for companies and competitors are using it, so brands need a social media presence. The document warns that social media requires resources to avoid backfiring and damaging a brand, and should not be used simply to push messages.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
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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. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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. * 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. * 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
9. 1. Biggest Threats often come from OUTSIDE your normal
industry
2. Planning from the base of an ‗Existing‘ organization vs.
zero-based
3. Traditional Analysis (e.g. SWOT) based only on known or
existing assumptions or knowledge
4. Spending too much time in market research and analysis
5. 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
successful
7. Implementing BSC and PMS to improve Business Model and
Strategy
8. New strategy, same people
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
10. 1. Focuses on leading indicators.
2. Identifies the differences between HR
doables and HR deliverables.
3. Demonstrates HR‘s contribution to strategy
implementation and to the company‘s
bottom line.
4. Helps HR managers focus on and manage
their strategic responsibilities.
5. Encourages HR flexibility and change.
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
11. Financial Customer
“To satisfy our “Who are our target
stakeholders, what customers?
Financial objectives What is our value
must we accomplish?” proposition?”
Learning & Growth Internal Process
“What capabilities and tools “To satisfy our customers, in
do our employees require to which internal business
help them execute our processes must we excel?"
strategy?
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
12. Internal Process Mission
“To satisfy our targets, in “Who are our targets?
which internal processes What is our value
must we excel?" proposition?”
Financial Learning & Growth
“To fulfill the Mission, “What capabilities and tools
what Financial, how do do our staff require to help
we fund Internal them execute our strategy?
Processes?”
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
13. 1. BSC should be a Thought Process and a Tool not a
Religion (e.g. Excel™ vs. Budgeting)
2. BSC ≠ Appraisal
3. New BSC implementations should start linking with
Budgeting right from the beginning
4. The ‗proper‘ BSC approach should rightly fully be
heavily customized to the organization
5. ‗Strategic Planning‘ trainings should be provided
before ‗BSC‘ trainings
6. Clear definitions for Accountability vs. Impact vs.
Influence vs. Assistance
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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. * 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 of
specific changes made to the system.
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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. What are some lagging indicators
that you could use to measure the
results of the effectiveness of your
HR efforts?
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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. 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. While
HR 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. 1. Define/Describe Your Business Strategy.
2. Develop a Strategy Map.
3. Identify the High Leverage HR Deliverables.
4. Identify Key Components of the HR
Architecture that Support the HR Deliverables.
5. Develop the HR Scorecard/Dashboard.
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
22. Specific actions where a small, well-
focused effort could produce the
most significant and enduring
improvements or changes in the
target outcomes.
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
23. HR
Strategic HR Systems
Focus
Balancing value
creation
with cost controls
and 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. 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. 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. 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. Assessing staff perceptions of the internal
alignment of your HR practices — Are they
internally consistent with one another?
Assessing staff perceptions of the external
alignment of your HR practices:
To what extent do your HR deliverables enable
the company’s performance drivers and strategic
objectives? To what extent do your HR practices
enable/support your HR deliverables?
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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 Value
Practices nt & Developm ce ion &
Selection ent Manageme Benefits
nt
Recruitmen --- -25 0 -50 -35 +25 -10
t
& Selection
Training & -25 --- +25 0 +75 +45 -20
Dev.
Per. 0 +25 --- +20 -5 +10 +5
Manageme
nt
Comp & -50 0 +20 --- 0 0 -35
Benefits
Work Org. -35 +75 -5 0 --- 0 -15
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
29. What is the HR Dashboard?
The Credit Union’s HR Dashboard is a panel of indicators
that present a reading of the relative health/satisfaction
of credit union employees on three dimensions:
QWL Score, Core Values, and Overall Job Satisfaction.
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
30. 1. HR programs and services.
2. Managerial performance feedback.
3. Variable pay.
4. Lessons learned — What did we do
that worked? Didn‘t work?
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
31. 5. Relationship to other critical measures:
Member/Customer Satisfaction
Member Retention
Financial Performance
Employee Satisfaction
Internal Customer Service
6. Focus of monthly management meetings.
7. Explore the differences between groups
(retail vs. support).
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
32. 1. Quarterly Survey;
(a) 20 questions, (b) five
core 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. * 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. •Google
USP
•Air Asia
Market
Profit Model
Discipline
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
35. USP
Market
Profit Model
Discipline
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
38. USP
Market
Profit Model
Discipline
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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 "They're very responsive"
ownership Preferential service and
"A no-hassles firm" flexibility
Convenience and speed Recommends what I need
Reliable product and service "I'm very loyal to them"
Helps us to be a success
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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
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 pricing
Operational Excellence Customer Intimacy
(low cost producer) (best total solution)
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
45. What is your Goal?
* Cost Reduction
* Growth
* Both?
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
48. Growth Strategy Why? Growth Rate
Rate
Fast 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 customers
Flat 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. Churn Strategy Why?
Rate
Low 1. Share Gain •Buying customer base is
(Acquisitions) cheaper than own efforts
2. Adjacent •New products, old customers
Markets strategy
High 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. Fast Growth, 1.Market Positioning
Low Churn 2.Share Gain
3.Base Retention
4.Adjacent Markets
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
51. Financial
Revenue Cost Margin Cash Flow Asset
Customers Satisfaction
Base Retention Share Gain Positioning Adjacent New
Market Business
Internal
Process
Learning & Growth
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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. * 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. * 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. * 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
65. Business
Person
Structure Model
Strategic
Planning
Culture
Leadership
Resources
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
66. Organization, jobs,
skills
Culture, values,
norms Operational Product Customer
Excellence Leadership Intimacy
Information and
systems
Management
systems
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
67. Operational Excellence
Organization, •Central authority, low level of empowerment
jobs, skills •High skills at the core of the organization
Culture, values, •Disciplined Teamwork
norms •Process, product- driven
•Conformance, 'one size fits all' mindset
Information and •Integrated, low cost transaction systems
systems •The system is the process
Management •Command and control
systems •Quality management
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
68. • Product Leadership
Organization, jobs, • Ad hoc, organic and cellular
skills • High skills abound in loose-knit structures
Culture, values, • Concept, future-driven
norms • Experimentation and 'out of the box' mindset
Information and • Person-to-person communications systems
systems • Technologies enabling cooperation
Management • Rewarding individuals' innovative capacity
systems
• Risk and exposure management
• Product Life Cycle profitability
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
69. Customer Intimacy
Organization, jobs, •Empowerment close to point of customer contact
skills •High skills in the field and front-line
Culture, values, •Customer-driven
norms •Variation and 'have it your way' mindset
Information and •Strong customer databases, linking internal and
systems external information
•Strong analytical tools
Management •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. 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 Intimacy
Learning & Growth
Competencies Information Motivation, empower
Systems ment, alignment
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
71. Which comes first?
1. Strategies -> KPI?
2. KPI -> Strategies?
•already know our priorities, aware of all
strategy options available
•creating something UNIQUE, INNOVATIVE and
DISRUPTIVE e.g. Air Asia
•conducting a business Turnaround e.g. MAS
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
72. Which comes first?
1. Strategies -> KPI?
2. KPI -> Strategies?
•want to find out possible strategies,
•determine our priorities first thru selection
of important KPIs;
•growing through ‗normal‘ business, not a
Turnaround.
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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 recognition
request 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 spending
relationship 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 profitability
customers Frequency (number of sales
Number of customers transactions)
Annual sales per turnover
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
74. “What is the moral of
the story?”
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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. 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. 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 Intimacy
Learning & Growth
Competencies Information Motivation,
Systems empowerment,
alignment
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
78. Financial Revenue
Market Value Productivity
Growth
Customers /
DistributorsProducts/ Channel Target
Services Strategies Markets
Internal Supplier & Department External
Process Alliances Operations Involvement
Learning & Technology
Growth Human Information &
Resources Systems & Intelligence
Processes
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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 products
service 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 customers
experience 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 processes
service •Capture and close sales •Leverage investment in ERP
opportunities and backoffice systems
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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. 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 & Growth
1. Draw your „customer‟s‟ BSC Competencies Information
Systems
Motivation,
empowerment,
alignment
2. Match their CP/IP with your CP
3. Identify IPs that support/conflict
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
82. Business Model
BSC
KPIs
Budgeting + Planning
Performance Management System
Differentiation
Talent Management
Succession Planning (Business
Continuity)
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
83. Business Model
BSC
a.k.a. Strategy
KPIs Planning
Budgeting + Planning
Performance Management System
Differentiation
a.k.a. Strategy Talent Management
Implementation
Succession Planning (Business
Continuity)
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
85. A Excellent
B Good
C Average Good
D Poor
E Useless
86. A Excellent Excellent
B Good Very Good
C Average Good
D Poor Not Good
E Useless Commit Suicide
87. A Excellent Consistently achieved 4 for 3
quarters
B Very Good Higher than planned results
C Good Achieved Planned Results
D Not Good Did not fully meet planned
results
E Commit Unacceptable performance
Suicide
88. * Pay for Service
* Pay for Job
* Pay for Performance
* Pay for Competency
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
89. * Use this if your company:
* Pays for Performance, and
* Pays for Job rates
* Def:
Mid-Point = Mid Point of Pay Grade
Grade E2
Min MID Max
RM2,000 RM2,500 RM3,000
HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
93. HR Scorecard - Gihan Aboueleish Saturday, January 21, 2012
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