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NHRDN Virtual Learning Session on Integrating Balanced Scorecard and HR Scorecard
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NHRDN Virtual Learning Session on Integrating Balanced Scorecard and HR Scorecard

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Speaker: Mr.Ravi Parthasarthy, Sr VP-HR, Karle Group

Speaker: Mr.Ravi Parthasarthy, Sr VP-HR, Karle Group

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NHRDN Virtual Learning Session on Integrating Balanced Scorecard and HR Scorecard NHRDN Virtual Learning Session on Integrating Balanced Scorecard and HR Scorecard Presentation Transcript

  • An Introduction to the BALANCEDSCORECARD Ravi Parthasarathy BSc., MHR., MBA (USA) BSC & OD Expert ©Peopleplus 2010
  • Objectives of this Session• Recap of Strategic Planning Process• Birth of BSC and what is BSC• Barriers to Strategy Execution• Cause and Effect Relationship Model• Balance in the Balanced Scorecard• Balance Scorecard and the HR Scorecard ©Peopleplus 2010
  • Strategic Planning ProcessFUTURE Vision Mission Objectives Key Result Areas Performance IndicatorsPRESENT Strategies Action Program Activities Tasks Resources S W O SWOT Analysis T PAST ©Peopleplus 2010
  • Problems of Strategy The Balanced Implementation Scorecard is: You can’t measure A MEASUREMENT what you cannot Measurement describe System + Alignment You can’t manage A Strategic MANAGEMENT what you cannot Management measure System Focus + You can’t A COMMUNICATION communicate what Communication you cannot describe Tool “Measurement is the foundation of management.” ©Peopleplus 2010
  • Who are the different STAKEHOLDERS of an Organization and What are they Interested in? ©Peopleplus 2010
  • What is the Balanced Scorecard? PROFITABLE The BSC GROWTH Retains the Financial traditionalPerspective financial New Revenue Current Business Productivity Use of Assets measures Customer Value Proposition Customer Best in Best Total Best Total CostPerspective Product/Service Solution The BSC links the financial Internal Product Customer Operational measures withPerspective Innovation Intimacy Excellence the drivers of future performance Learning Skills Technology Environmentand Growth ©Peopleplus 2010
  • Vision-Mission Barrier Only 5% of the work force understands the strategy People Barrier One of 4 managers have BARRIERS incentives linked to strategy STRATEGY TO EXECUTION Management Barrier Strategy is not regularly discussed and prioritized Resource Barrier Budgets not linked to strategySource: Kaplan & Norton ©Peopleplus 2010
  • Vision-Mission Barrier Only 5% of the work force understands the strategy People Barrier One of 4 managers have BARRIERS incentives linked to strategy STRATEGY TO EXECUTION Management Barrier Strategy is not regularly discussed and prioritized Resource Barrier Budgets not linked to strategySource: Kaplan & Norton ©Peopleplus 2010
  • Vision-Mission Barrier Only 5% of the work force understands the strategy People Barrier One of 4 managers have BARRIERS incentives linked to strategy STRATEGY TO EXECUTION Management Barrier Strategy is not regularly discussed and prioritized Resource Barrier Budgets not linked to strategySource: Kaplan & Norton ©Peopleplus 2010
  • Vision-Mission Barrier The BSC overcomes Vision- Only 5% of the work force Mission Barrier through the understands the strategy translation of strategyThe BSC is a shared understanding of the Vision-Mission strategytranslated into: Financial Customer Internal Learning&Growth ©Peopleplus 2010
  • Vision-Mission Barrier Only 5% of the work force understands the strategy People Barrier One of 4 managers have BARRIERS incentives linked to strategy STRATEGY TO EXECUTION Management Barrier Strategy is not regularly discussed and prioritized Resource Barrier Budgets not linked to strategySource: Kaplan & Norton ©Peopleplus 2010
  • People Barrier „cascading‟ the scorecard One of 4 managers have overcomes the People Barrier incentives linked to strategy STRATEGY TOP-DOWN BOTTOM-UP Profitable Growth employee Financial New Increase Efficie Expand Sources in nt Use of Revenue Current Business Productivi ty of Assets driving the sees his/her strategy to contribution to Customer Value Proposition customer all the strategy Product Service Image Customer scorecard employees at all levels “line of sight” Understand Total Efficient Use NewProducts the Customers Solutions Homebuilder CRM. Productivity . of Assets process Internal scorecard Increase Employee Competence • Employee • Revenue per Satisfaction Employee personal Learning& scorecard Skills Systems Align Personal Goals Growth alignment and focus ©Peopleplus 2010
  • Vision-Mission Barrier Only 5% of the work force understands the strategy People Barrier One of 4 managers have BARRIERS incentives linked to strategy STRATEGY TO EXECUTION Management Barrier Strategy is not regularly discussed and prioritized Resource Barrier Budgets not linked to strategySource: Kaplan & Norton ©Peopleplus 2010
  • Management Barrier strategic learning overcomes the Strategy is not regularly Management Barrier discussed and prioritized The Balanced Scorecard translates the vision and strategy into a coherent set of measures in four balanced perspectives Strategy Map Objective Measure Target Initiative • Grow • Annual • MarketingFinancial Revenue Revenue Gross +30% program Growth from new Sales products The BalancedCustomer New Products • Satisfy • Customer • CRM Scorecard Customer Profitability +20% Program Needs describes how Internal World-Class • Fast Time to • Time to from 9 • Cycle Time the strategy will Product Market Market down to Reengineering Development 6 months be executedLearning & • Acquire, • Staff • Skills Growth Highly Skilled Develop Competence 90% Development Workforce Skills Program ©Peopleplus 2010
  • Vision-Mission Barrier Only 5% of the work force understands the strategy People Barrier One of 4 managers have BARRIERS incentives linked to strategy STRATEGY TO EXECUTION Management Barrier Strategy is not regularly discussed and prioritized Resource Barrier Budgets not linked to strategySource: Kaplan & Norton ©Peopleplus 2010
  • Resource Barrier Strategic Resource AllocationBudgets not linked to strategy overcomes the Resource Barrier Financial Customer Internal Learning&Growth Budget linked to the strategy ©Peopleplus 2010
  • Resource Barrier Strategic Resource Allocation Budgets not linked to strategy overcomes the Resource Barrier Selecting and Managing Initiatives1 Other CRM SCM projects On-going & proposed SRM CSR strategic initiatives re- TQM examined JIT,QDP Marketing Projects2Screen, assess, and identify “Linked and Strategic” CRITERIA: initiatives Balanced Scorecard strategies should be linked to the3 overall strategicSelect strategic initiative that goals will grow the enterprise List of Priorities ©Peopleplus 2010
  • Thank You !!!Email: pravi202@gmail.com Mobile: +91 9705124824
  • Magazine partner ©Peopleplus 2010
  • Engagement partner ©Peopleplus 2010
  • Learning Associate ©Peopleplus 2010