Verizon communication

3,009 views
2,600 views

Published on

Create by syndicate 4, MBA ITB 46A

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
3,009
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
126
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Employee Turnover is increase significantly in average 20 to 25 % a year. Customer Turnover is about 23% of long-distance telephone and 35% of wireless phone. The complaints were: company employees giving out inacurate information, being slow to complete service orders, being insensitive to different ethnic group. The Value of Employees Because it is not to contribute to the company whereas the budget for HR department is high, the Balanced Scorecard was established.
  • Balanced Scorecard was the tool for assessing an organization’s performance not only in financial but also in non-financial measures. Balanced Scorecard framework was prompted by a changing business environment.
  • A group was then formed within the HR department to translate these strategic thrusts info a meaningful measurement model. The group was supported by an “HR measurement core team,” which consisted of a number of functional experts from the department. Initially the business presidents thought that the Balanced Scorecard was a good idea but they weren’t confident that HR could come up with a model that work
  • HR Dept acquired software (called “ PbViews ” ) enable to report, online, quarterly results of the scorecard in a visually appealing way. Color coding signaled the performance status on individual and composite measures. ( i.e green “ exceeded expectations ” , yellow “ within acceptable range, red “ unacceptable range ” )
  • This relationship was consist of: -Reducing the separation rate. Reducing the absence rate.
  • Give the reward for motivating the people (reducing the absence rate). Make the openness between a supervisor, manager, and employee (reducing the separation rate). Make a job security for the employees (reducing the separation rate). Allow employees to do jobs well and enables good work/life balance. (reducing the separation rate). Make the job description clearly (reducing the separation rate). Reward and punishment system (reducing the absence rate)
  • Verizon communication

    1. 1. By :Yunus Arie WiratamaRieke Fitri YuniarJoseph EnricoPramadonaRachmi Rida UtamiVerizon Communications, Inc:Implementing a HumanResources Balanced Scorecard
    2. 2. Customer and Employee Turnover Increase of Employee turnover (20% – 25% a year) Customer Turnover :  23% of long-distance telephone  35% of wireless phone  The complaints were  Employees giving out inacurate information  Being slow to complete service orders  Being insensitive to different ethnic groupThe Value of Employees Because it is not to contribute to the company whereas the budget for HR department is high, the Balanced Scorecard was established.
    3. 3. Balanced Scorecard Tool for assessing an organization’s performance. Measures financial and non-financial. prompted by a changing business environment.
    4. 4. GTE’s Strategic Framework
    5. 5. MeasuresA group was then formed within the HR department to translate these strategic thrusts info a meaningful measurement model. The group was supported by an “HR measurement core team,” which consisted of a number of functional experts from the department. Initially the business presidents thought that the Balanced Scorecard was a good idea but they weren’t confident that HR could come up with a model that work
    6. 6.  The measures were organized into four “perspectives”: A strategic perspective  A customer perspective  An operations perspective  A financial perspective In addition to the inclusion of the non financial measures, the balanced scorecard is also useful because it is simple (one page), including both leading and lagging indicators, focuses on the drivers of success, and is linked to strategy.
    7. 7. IndexingThe Scorecard was designed to enable HRdepartment to combine the performancemeasures into summary, quantitative resultsby:-Establishing a “target” for each measure.-“Weighting” the measures.
    8. 8. Communication
    9. 9.  Linked data  Allowed people to look at data from the top down or from the bottom up  HR manager can know about was contributing to performance results on a certain summary measure, could access the report online and “drill down” to find the root causes within specific business activities or geographic areas Other computer files Hr departements worked with the Information Technology depart to develop a few computer file, combining video and audio materials, make the essential purposes and workings of the Balanced Scorecard easy to grasp.
    10. 10. Review ProcessFinancial PayoffsThere was a direct relationship between performance ofnon-financial measures and financial outcomes. Thisrelationship was consist of:-Reducing the separation rate.-Reducing the absence rate.
    11. 11. - Other linkages in “people issues” in “OrganizationalEffectiveness”.The study show about improvement in:-Employee Engagement Index-Customer Service Indices
    12. 12. Link to CompensationIncentive compensation related to financial andnon-financial performance.HR have the accountability of the actualbusiness’ performance.
    13. 13. Suggestion

    ×