Strategic Talent Management_Best Practice Principles and Processes.pdfCharles Cotter, PhD
Strategic Talent Management - Best Practice Principles and Processes, across the S-P-A-R-M-E-D talent management value chain, facilitated by Dr Charles Cotter
Data driven Strategic Workforce Planning and Organization Design_Best practic...Charles Cotter, PhD
Data driven and Evidence-based Strategic Workforce Planning and Organization Design: Best practice principles, strategies and processes_Online Learning Programme presented by Dr Charles Cotter
Strategic Talent Management_Best Practice Principles and Processes.pdfCharles Cotter, PhD
Strategic Talent Management - Best Practice Principles and Processes, across the S-P-A-R-M-E-D talent management value chain, facilitated by Dr Charles Cotter
Data driven Strategic Workforce Planning and Organization Design_Best practic...Charles Cotter, PhD
Data driven and Evidence-based Strategic Workforce Planning and Organization Design: Best practice principles, strategies and processes_Online Learning Programme presented by Dr Charles Cotter
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
Strategic Workforce Planning PowerPoint Presentation Slides is a comprehensive solution for HR professionals to showcase talent management plans. This human resource strategy PPT theme touches key aspects like employee training, motivation, performance management, career planning, and employee engagement. The manpower management PowerPoint slideshow helps you to demonstrate talent management methodology. Highlight recruitment sources, process, and how to track recruitment activities by the means of this workforce management PPT template. Elucidating the hiring plan by department becomes easy using tabular formats of employee planning PowerPoint theme. Illustrate performance planning guidelines, performance coaching, and feedback through this staff management PPT slideshow and present types of goals and priorities. Showcase action plan for employee motivation in a concise tabular layout included in this personnel management PowerPoint template. So, download this HR planning PPT deck to demonstrate the fundamentals of strategic workforce planning. https://bit.ly/3dS7qkA
Learn about, knowledge about coaching skills, talent development program, support structure for new talents, alignment of company mission, vision and obejctives
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
How can you build a business case to get your workforce analytics initiative funded this year, not this decade? And why should you care?
It is commonly understood that companies with workforce analytics capabilities outperform their peers in quality of hire, retention and leadership capabilities. Yet, recent research by Harvard Business Review has found a large gap between what companies expect from human resources — data-driven insight and action —and the capabilities that are necessary to deliver it.
In fact, Deloitte University Press’ Global Human Capital Trends report found that although 75 percent of companies believe workforce analytics is important, only 8 percent believe their company is “strong” in this area — almost the same results as their 2014 survey.
HR expert Josh Bersin has coined the term “stuck in neutral” to describe HR’s slow adoption of workforce analytics. Why is this? Why does it matter? And what can you do to accelerate your movement toward data-driven HR?
In this webinar, analytics expert Dave Weisbeck will discuss:
The drivers behind the datafication of HR.
How to build a business case for workforce analytics.
Examples of workforce analytics at work.
The A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
Managing Poor performance in workplace. Understanding the various types of performers in the organisation and managing them with care will ensure high level of protection from all legal consequences. We are introducing a new concept ECONO way of performance management that will ensure high level of compliance with Australian Fairwork act requirements of performance management and termination process.
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.
Best practice principles and guidelines for the adoption and implementation of Transformational Leadership, Balanced Scorecard and Performance Management framework
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
Strategic Workforce Planning PowerPoint Presentation Slides is a comprehensive solution for HR professionals to showcase talent management plans. This human resource strategy PPT theme touches key aspects like employee training, motivation, performance management, career planning, and employee engagement. The manpower management PowerPoint slideshow helps you to demonstrate talent management methodology. Highlight recruitment sources, process, and how to track recruitment activities by the means of this workforce management PPT template. Elucidating the hiring plan by department becomes easy using tabular formats of employee planning PowerPoint theme. Illustrate performance planning guidelines, performance coaching, and feedback through this staff management PPT slideshow and present types of goals and priorities. Showcase action plan for employee motivation in a concise tabular layout included in this personnel management PowerPoint template. So, download this HR planning PPT deck to demonstrate the fundamentals of strategic workforce planning. https://bit.ly/3dS7qkA
Learn about, knowledge about coaching skills, talent development program, support structure for new talents, alignment of company mission, vision and obejctives
The Datafication of HR: Building your Business Case for Workforce Analytics a...Human Capital Media
How can you build a business case to get your workforce analytics initiative funded this year, not this decade? And why should you care?
It is commonly understood that companies with workforce analytics capabilities outperform their peers in quality of hire, retention and leadership capabilities. Yet, recent research by Harvard Business Review has found a large gap between what companies expect from human resources — data-driven insight and action —and the capabilities that are necessary to deliver it.
In fact, Deloitte University Press’ Global Human Capital Trends report found that although 75 percent of companies believe workforce analytics is important, only 8 percent believe their company is “strong” in this area — almost the same results as their 2014 survey.
HR expert Josh Bersin has coined the term “stuck in neutral” to describe HR’s slow adoption of workforce analytics. Why is this? Why does it matter? And what can you do to accelerate your movement toward data-driven HR?
In this webinar, analytics expert Dave Weisbeck will discuss:
The drivers behind the datafication of HR.
How to build a business case for workforce analytics.
Examples of workforce analytics at work.
The A.D.D.I.E. of Developing a Strategic Training RoadmapHenry John Nueva
Whatever size business you run, it is important to remember that learning is an ongoing experience. This applies as much to the upper management of the business as the employees.
It follows that training should also be a part of the company’s day to day business activities. Of course, employees who are motivated and keen to see the business succeed will often take new ideas that they come across during the course of their work, and will sometimes be in a position to make suggestions for improvement that can benefit the company’s bottom line. Check this out !
Managing Poor performance in workplace. Understanding the various types of performers in the organisation and managing them with care will ensure high level of protection from all legal consequences. We are introducing a new concept ECONO way of performance management that will ensure high level of compliance with Australian Fairwork act requirements of performance management and termination process.
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.
Best practice principles and guidelines for the adoption and implementation of Transformational Leadership, Balanced Scorecard and Performance Management framework
the balanced scorecard is a topic in management science it is useful for engineering as well as a master of business administration students Decision making is about deciding the order of execution of statements based on certain conditions or repeating a group of statements until certain specified conditions are met. C language handles decision-making by supporting the following statements,
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Balanced Scorecard, A Comprehensive Guide Upendra K
The Balanced scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action.
Provides an organization with feedback of both the internal business processes and external outcomes, which allows for continuous improvement of strategic performance and results.
Nerve center of an enterprise
The term “scorecard” signifies quantified performance measures and “balanced” signifies the system is balanced between:
Short-term and long term objectives
Financial and non-financial measures
Lagging and leading indicators
Internal and external performance perspectives
The concept of the balanced scorecard was first touted in the Harvard Business Review in 1992 in a paper written by Robert S Kaplan and David P Norton.
The paper introduced the idea of focusing on human issues as well as financial ones, and measuring performance across a much wider spectrum than businesses had done before.
Kaplan and Norton published their ideas in full in The Balanced Scorecard: Translating Strategy into Action in 1996 and it became a business bestseller.
The balanced scorecard is centered on four performance metrics or perspectives:
Customers
Internal processes
Financial
Learning and growth
When implemented properly, each one of these perspectives contains four subparts consisting of
Objectives
Measures
Targets
Initiatives
I have used this presentation to help small companies get an understanding how to setup a strategy that is user friendly and can apply to their project model
Identify and define top management’s
responsibility for the QMS, including
establishing policies and objectives, setting
organization-wide goals, and supporting
quality initiatives.
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Strategic Talent Management and Development online learning programme, facilitated by Dr Charles Cotter. Best practice principles, tools and processes.
Four (4) Critical Success Factors to Build Sustainable Remuneration Strategies_Balancing People and Profit_presented by Dr Charles Cotter at the SLAZEISI Conference on 20 November 2023
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdfCharles Cotter, PhD
Evidence based Talent Analytics and Data driven Talent Management Strategies presented by Dr Charles Cotter at the 2nd African HRM Professionals Strategy Bootcamp, 30 March 2023, in Kempton Park.
Learning Prospectus of Dr Charles Cotter, of the training programmes that he specializes in:
Management/Leadership
(Strategic) Human Resources Management
(Strategic) Learning and Development
Business Communication
Power/Soft Skills
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Performance Management_The A-Z of Strategy Execution
1. PERFORMANCE MANAGEMENT – THE A-Z OF
STRATEGY EXECUTION
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
CIPM 53RD ANNUAL NATIONAL CONFERENCE
25 NOVEMBER 2021
2.
3. PRESENTATION OVERVIEW
• BRIDGING THE STRATEGY EXECUTION GAP –
5 CRITICAL SUCCESS FACTORS TO HARNESS
PM AS A STRATEGIC LEVER OF BUSINESS
PERFORMANCE:
• Organizational Culture (HiPO)
• Tool (Balanced Business Scorecard)
• System (PMS)
• Process (9-step)
• Role of HRM professionals (Strategic
Performance Advisors)
4. STRATEGIC MANAGEMENT AND
EXECUTION
• Strategic management is the comprehensive collection
of ongoing activities and processes that organizations use to
systematically coordinate and align resources and actions
with mission, vision and strategy throughout
an organization.
• Strategic management activities transform the static plan
into a system that provides strategic performance feedback
to decision making and enables the plan to evolve and grow
as requirements and other circumstances change.
• Strategy Execution is basically synonymous with Strategy
Management and amounts to the systematic
implementation of a strategy.
5.
6.
7.
8. BRIDGING THE STRATEGY EXECUTION GAP – 5 CRITICAL
SUCCESS FACTORS TO HARNESS PM AS A STRATEGIC LEVER
OF BUSINESS PERFORMANCE
• Organizational Culture (HiPO)
• Tool (Balanced Business Scorecard)
• System (PMS)
• Process (9-step)
• Role of HRM professionals (Strategic Performance
Advisors)
9.
10. DEFINING A HIGH PERFORMANCE
ORGANIZATION (HiPO) CULTURE
• A high-performance organization is characterized by clarity
and coordination.
• Everyone plays a crucial role in driving the company forward, and
everything that happens at the individual, group or departmental
level contributes to the organization's goals.
• People understand their roles and how their efforts contribute to
producing the desired results.
• Andre de Waal of the HPO Center offers this more formal
definition: "A High Performance Organization is an organization
that achieves financial and non-financial results that are
exceedingly better than those of its peer group over a period of
time of five years or more, by focusing in a disciplined way on that
which really matters to the organization."
15. BALANCED BUSINESS SCORECARD
(BBS)
• The Balanced Scorecard (BSC) is a strategy performance
management tool - a semi-standard structured report,
supported by design methods and automation tools that can
be used by managers to keep track of the execution of
activities by the staff within their control and to monitor the
consequences arising from these actions.
• The critical characteristics that define a Balanced Scorecard
are:
❑Its focus on the strategic agenda of the organization concerned
❑The selection of a small number of data items to monitor
❑A mix of financial and non-financial data items
16.
17. • The balanced scorecard suggests that we view the
organization from four (4) perspectives, and to develop
metrics, collect data and analyze it relative to each of
these perspectives:
❑Learning, Innovation and Growth
❑Business (Internal) Processes
❑Customer
❑Financial
BBS PERSPECTIVES/DIMENSIONS
18. • The “new” balanced scorecard transforms an organization’s strategic plan from an
attractive, but passive document into the "marching orders" for the organization
on a daily basis.
• It provides a framework that not only provides performance measurements, but
helps planners identify what should be done and measured. It enables executives
to truly execute their strategies.
• Given the insight and wisdom provided by Kaplan & Norton, the balanced
scorecard is a management system (not only a measurement system) that enables
organizations to clarify their vision and strategy and translate them into action.
• It provides feedback around both the internal business processes and external
outcomes in order to continuously improve strategic performance and results.
• When fully deployed, the balanced scorecard transforms strategic planning from
an academic exercise into the nerve center of an enterprise.
MODERN APPLICATION OF THE BBS
19. LEARNING, INNOVATION
AND GROWTH
PERSPECTIVE
• Strategic question:
❖ “To achieve our vision, how will sustain our ability
to change and improve?”
• Examples (measurable indicators):
❖ Time to develop new generation of products
❖ Life cycle to product maturity
❖ Time to market versus competition
❖ Is there the correct level of expertise for the job?
❖ Employee turnover
❖ Job satisfaction
❖ Training/Learning opportunities
• Value Outcome:
❖ Organizational knowledge and growth capacity
20. BUSINESS (INTERNAL)
PROCESS PERSPECTIVE
• Strategic question:
❖ “To satisfy our shareholders and customers,
what business processes must we excel at?”
• Examples (measurable indicators):
❖ Cycle time
❖ Unit cost
❖ Yield
❖ New product introductions
❖ Number of activities per function
❖ Duplicate activities across functions
❖ Process alignment (is the right process in the
right department?)
❖ Process bottlenecks
❖ Process automation
• Value Outcome:
❖ Efficiency
21. CUSTOMER
PERSPECTIVE
• Strategic question:
❖ “To achieve our vision, how should we
appear to our customers?”
• Examples (measurable indicators):
❖ Percent of sales from new products
❖ On time delivery
❖ Share of important customers’ purchases
❖ Ranking by important customers
❖ Delivery performance to customer
❖ Quality performance for customer
❖ Customer satisfaction rate
❖ Customer percentage of market
❖ Customer retention rate
• Value Outcome:
❖ Customer satisfaction
22. FINANCIAL PERSPECTIVE
• Strategic question:
❖ “To succeed financially, how should we appear to our
shareholders?”
• Examples (measurable indicators):
❖ Cash flow
❖ Sales growth
❖ Operating income
❖ Return on Equity (RoE)
❖ Return On Investment (ROI)
❖ Return on Capital Employed (RoCE)
❖ Financial Results (Quarterly/Yearly)
• Value Outcome:
❖ Financial performance/profitability
23. • Clarify or update a business's strategy
• Link strategic objectives to long-term targets and annual budgets
• Track the key elements of the business strategy
• Incorporate strategic objectives into resource allocation processes
• Facilitate organizational change
• Compare performance of geographically diverse business units
• Increase company-wide understanding of the corporate vision and
strategy
STRATEGIC UTILITY AND FUNCTIONAL VALUE
OF BBS’s
24.
25.
26. PERFORMANCE
MANAGEMENT BEST
PRACTICES
https://www.surveymonkey.com/r/V8SPMMZ
• #1: The Performance Management System (PMS) of
your organization is directly linked to the strategic
goals of the institution.
• #2: The PMS of your organization is (horizontally)
integrated with the other HRM functions and also the
core business processes (finance, customer &
operations) of the institution.
• #3: The PMS of your organization adapts from only
management performance expectations to
management, customer and other (internal and
external) stakeholder expectations and is agile and
responsive to environmental change, global best
practices and future trends.
• #4: The PMS of your organization is balanced in terms
of focusing on improving both short-term outputs or
results and also in the medium to long-term future
i.e. future-proofing the business/operating model.
• #5: The PMS of your organization encourages full
participation and wide engagement and extensive
consultation, focused on measuring quality
standards.
27. PERFORMANCE
MANAGEMENT BEST
PRACTICES
• #6: The PMS of your organization is user-friendly,
simple and understandable for all users.
• #7: The PMS of your organization provides an
opportunity to recognize performance excellence.
• #8: The PMS of your organization is vigilant and
efficient in identifying and correcting poor
performance levels and under achievement of
performance goals and standards.
• #9: The PMS of your organization is line
management-driven with active support and
business partnering from the human resources
department.
• #10: The PMS is a continuous process that
accurately identifies multi-level (individual, team
and organizational) performance and skills gaps i.e.
generates crowd-sourced (360-degree) performance
intelligence and –analytics, which is effectively
leveraged as a performance development and -
improvement management tool.
https://www.surveymonkey.com/r/V8SPMMZ
28. • #1: BBS is aligned with organization’s strategic business plans
• #2: BBS is future-focused, adopting a strategic, medium to long-term approach
• #3: BBS is pro-active, sensitive and responsive to (internal and external)
environmental change and trends
• #4: BBS enjoys company-wide acceptance (ownership) of the measures and
processes
• #5: BBS is organized, well-coordinated and systematic approach
• #6: BBS is a collaborative and partnering effort (managers have co-opted business
partners to the process)
• #7: BBS is integrated (with other business management and administrative) and
cohesive process
BEST PRACTICE GUIDELINES FOR BBS
29. • #8: BBS generates meaningful business intelligence which informs business
planning and supports strategic decision-making
• #9: BBS integrates both scientific (metrics and analytics) and artistic (planning)
principles
• #10: BBS utilizes cutting-edge and innovative technology and software
• #11: BBS is continuously monitored, reviewed, evaluated and adapted
• #12: BBS yields a positive business ROI, with tangible/demonstrable outcomes
and impact – creates sustainable competitive advantages and organizational
change
• #13: BBS incorporates strategic objectives into resource allocation processes e.g.
financing/budgeting
• #14: BBS is a logical and rational process making use of cause-effect logic
BEST PRACTICE GUIDELINES FOR BBS
30.
31. THE 9-STEP BBS BUILDING AND
IMPLEMENTING PROCESS (ROADMAP)
32.
33. • Strategy maps are communication tools used to tell a story of how
value is created for the organization.
• They show a logical, step-by-step connection between strategic
objectives (shown as ovals on the map) in the form of a cause-
and-effect chain.
• Improving performance in the objectives found in the Learning &
Growth perspective (the bottom row) enables the organization to
improve its Internal Process perspective Objectives (the next row
up).
• This in turn enables the organization to create desirable results in
the Customer and Financial perspectives (the top two rows).
STEP 4: STRATEGY MAPPING
35. • During this evaluation, the organization tries to
answer questions such as:
❑Are our strategies working?
❑Are we measuring the right things?
❑Has our environment changed?
❑Are we budgeting our money strategically?
STEP 9: EVALUATION - STRATEGY RESULTS AND
REVISED STRATEGIES
36. • #1: Balanced Scorecard is a transformation journey and change initiative,
not a once off project - ensure that you have designed a Change
Management plan which should run parallel to the Balanced Scorecard.
• #2: Maintain a committed and engaged leadership - change should be
driven from the top
• #3: Develop an organizational culture based on results by establishing a
strategy management office
• #4: Focus the organization on strategy by holding review meetings
organized around strategy
• #5: Enhance individual accountability for results through objective
ownership
10 CRITICAL IMPLEMENTATION SUCCESS
FACTORS
37. • #6: Align the organization, systems and employee
performance around strategy through a rewards and
recognition programme
• #7: Create a performance, results oriented culture
• #8: Link budget formation, cost accounting and performance
results
• #9: Emphasize continual improvement
• #10: Link key organization initiatives to the balanced
scorecard development process
10 CRITICAL IMPLEMENTATION SUCCESS
FACTORS
38.
39. (VIRTUAL) STRATEGIC PERFORMANCE ADVISOR MODEL
(COTTER, 2020)
• HRM Governance (e.g. HRM policies and procedures; HRM/people risk management, compliance with
ethics and x17 King IV corporate governance principles; Human Capital reporting; promoting workplace
democracy and HRM Auditing) – Level 1 of strategic maturity - transactional/current.
❑ Transition from level 1 to 2 – CRAFTING OF A HRM GOVERNANCE FRAMEWORK
• Workplace Advocacy (e.g. Employee engagement; employee voice; EVP; employee retention;
succession planning; creating a workplace culture of brand ambassadors; mainstreaming HRM and
creating future-fit employees) – Level 2 of strategic maturity - transactional/future-focused.
❑ Transition from level 2 to 3 – FUTURE-PROOFING OF THE BUSINESS MODEL
• Business Intelligence (e.g. competitive predictive HR metrics and analytics; future-proofing the business
model; applying evidence-based HRM; creating HIPO; knowledge management and collaborative
intelligence i.e. integrating and harmonizing AI, HI and BI and being trouble-shooting solutions
architects) – Level 3 of strategic maturity - strategic/current.
❑ Transition from level 3 to 4 – APPLYING PREDICTIVE ANALYTICS
• HRM Strategy (e.g. embedding HRM strategy into business strategy; the use of strategy maps; adopting
a strategic mindset and applying strategic management principles and processes) – Level 4 of strategic
maturity - strategic/future-focused.
40.
41. 7-POINT HRM TRANSFORMATION
(COTTER, 11 JANUARY 2019)
• "In order to be feasible, to prosper professionally in 2019 and to be
future-fit, HRM will have to exchange the currency in which they trade
from old notes to noteworthy, Industry 4.0 and business relevant
denominations and value. Specifically, this change translates from:
• 1. feelings to facts;
• from 2. anecdotal to analytical;
• from 3. hindsight to insight to foresight;
• from a 4. business tributary to mainstream;
• from 5. intuition to intelligence;
• from 6. best practice (imitation) to best fit (internalization) to next
practice (innovation) and ultimately,
• from 7. a cost to a profit centre.
• Generally, this 7-point transformation means an upgrade to Evidence-
based HRM."
42. BUSINESS EXECUTIVE EXPECTATIONS OF THE SHRBP ROLE IN THE
COVID-19 TALENT MANAGEMENT ERA
(COTTER, 2021)
https://www.surveymonkey.com/r/VDG2NCT
• #1: Catalytic Driver of organizational Change
• #2: Proactive Business-minded Thinker
• #3: Collaborative business management Consultant
• #4: Purpose-directed Coach (of line managers)
• #5: Delivery (value-adding and results-oriented HRM
practices)
• #6: (Credible and Accountable) Performance Advisor
• #7: Strategic Facilitator and Enabler
• #8: Innovative Solutions Architect (and trouble-
shooter)
• #9: Digital Futurist and -Analyst
• #10: (Future-focused) Organizational Behavioural
Economist