平衡计分卡ScorecardBasicsNXPowerLitePPT课件.ppt

HRScorecardandMetrics Session3 ScorecardBasics 1 Introduction Thisshortintroductionformspartoftheseminar andaimstoorientatethedelegatesaboutthebackgroundto andapplicationoftheBalancedScorecardApproach Assuchthepresentationdealswiththefollowing TheBSCinrelationtotheclassicalplanningandperformancemanagementprocess TheanatomyoftheBSC TheprocessofimplementingtheBSC 2 ClassicalPlanning Classicallyplanningdealt essentially withthefollowing Diagnostics mostlyreferredtoasenvironmentalscanningandorganizationdiagnosticstudies Classification themostcommontechniqueusedwasthesocalledSWOTanalysis Settingstrategicobjectives Developingimplementationplans 3 ClassicalPlanning Afundamentalproblemwiththeclassicalplanningapproachisitsoveremphasisonthelongterm essentiallyworkingfromtheassumptionthattheplanningenvironmentisstaticandcallsforincrementaladjustmentstotheenterpriseAfurtherproblemisthelackofclearmeasurement metrics andimplementation 4 Performancemanagementwas andstillisthepracticalsystemfacilitatingtheimplementationofstrategicandbusinessobjectivesoftheenterprise Consequentlyisitnecessarytoensureproperalignmentofperformanceobjectives withthestrategicandbusinessplanning ClassicalPlanning 5 Amajorproblem howeverwiththeimplementationofmostperformancemanagementsystemsisindeedthelackofalignmentwiththevision strategicandbusinessobjectivesoftheorganization Inadditionalsothelackofpropermetricsaccordingtowhichgoalachievementandperformancecanbemeasured ClassicalPlanning 6 TheBSCaddressestheweaknessesoftheclassicalstrategicplanningapproachaswellasmostperformancemanagementsystems Itprovidesanintegratedvisioning planning strategizingandperformancemanagementprocess Implementationisfacilitatedbycascadingthescorecardfromenterprisetoindividuallevel therebyensuringoptimalintegrationandalignment ClassicalPlanning 7 WhatthenistheBSC 8 Acarefullyselectedsetofmeasuresderivedfromanorganization sstrategy Themeasuresselectedforthescorecardrepresentatoolforleaderstouseincommunicatingtoemployeesandexternalstakeholderstheoutcomesandperformancedriversbywhichtheorganizationwillachieveitsmissionandstrategicobjectives PaulNiven 2002 TheBSCDefined 9 StrategyMeasuresMeasurement ReportingCommunicating TheBSCDefined 10 TheBSCDefined 11 Thename BalancedScorecard reflectstheBalancebetweenshort termandlong termobjectivesfinancialandnon financialmeasureslaggingandleadingindicatorsexternalandinternalperformanceperspectives TheBSCDefined 12 StepsincreatingtheScorecard 13 Step1 ClarifytheVisionClarifytheMissionorStrategicValueProposition TheBSCProcess 14 Step2 CreateobjectivesinthefourperspectivestorealizetheVisionandMission TheBSCProcess 15 FinancialPerspective Balancerevenuegrowthandproductionimprovement CustomerPerspective Differentiateyourorganizationfromcompetitors InternalProcessPerspective Identifyoperational customer relationship andinnovationprocessestosupportyourcustomerandfinancialgoalsInnovationandLearningPerspective Definetheskills technologies andcorporatecultureneededtosupportyourstrategy TheBSCProcess 16 Step3 Defineperformancemeasurementtomeasureobjectivesorgoals TheBSCProcess 17 FinancialPerspective Balancerevenuegrowthandproductionimprovement CustomerPerspective Differentiateyourorganizationfromcompetitors InternalProcessPerspective Identifyoperational customer relationship andinnovationprocessestosupportyourcustomerandfinancialgoalsInnovationandLearningPerspective Definetheskills technologies andcorporatecultureneededtosupportyourstrategy TheBSCProcess 18 BSCDefined CausalRelationship Vision 19 AndtheHRScorecard 20 Severalhumanresourcesdepartments includingVerizonandtheUnitedStatesDepartmentofTransportation haveadoptedthebalancedscorecardasatooltomeasureHR scontributiontothebottomline ThescorecardisusedtocontinuallymonitorHR sactivitiesthroughouttheorganization determiningwhetherthepeoplemanagementsystemscreatevalueandhelptodrivethecompanytowardsbusinessobjectives TheHRScorecard 21 AccordingtoMarkHuselid anAssociateProfessorofHumanResourcesStrategyatUS basedRutgersUniversity thegreatestdifferencebetweenthebalancedscorecardapproachandtraditionalhumanresourcesmanagementisthatentirepeoplemanagementsystemsandprocessesarecenteredaroundHR sdeliverablesratherthansub sectionsofthedepartment suchasbenefits recruitingorcompensation TheHRScorecard 22 LiteraturehighlightsadebateastowhethertheHRdepartmentshouldcreateascorecardinadvanceof orfollowing therestoftheorganizationAsscorecardsnormallyincludedetailsoffuturebusinessgoalsandinitiatives andHRactivitiesshouldbeinlinewiththesepriorities someauthorssuggestthatHRscorecardsshouldbedevelopedafterscorecardsinotherpartsofthebusiness TheHRScorecard 23 TheHRScorecard 24 TheHRScorecard 25 DoyouHaveAdifferentPerspective TheHRScorecard 26 FiveMinutes 27 TheHRScorecard 28 Isitreallyrelevant 29 Situation In1992 Sears RoebuckandCompanywasexperiencingadifficultfinancialcondition Thecompanywaslosing 3 4billionannually Actions TheCEOandtheexecutiveteamusedthebalancedscorecardframeworktocreateacultureoffeedbackandlearningbyimplementingthreestrategiestomakeSears acompellingplacetoshop thecustomerperspective acompellingplacetowork theemployeeperspective and acompellingplacetoinvest thefinancialperspective Results By1999 thecompanyhad 2 41billioninoperatingearningsanditwasnamedthemostinnovativegeneralmerchandiseretailerbyFortune 30 Situation ConventionalsatisfactionsurveysandtheSkandia Navigator balancedscorecard wereunabletopinpointspecificculturalhotspotsandmanagerswhodonotsupportentrepreneurialandinnovativeculture keyforfuturegrowthanddevelopment Actions TheHRdepartmentrefocusesemployee sensingeffortsbycreatinganemployeesurveythatfocusesondeterminingwhetheremployeesperceivetheirunit theirworkenvironment andtheirmanagersasfosteringandsupportingentrepreneurialbehavior Linemanagerswho appeartohaveunsatisfactorybehaviorreceivecoaching Linemanagerswhoareunabletomakethenecessarychangesintheirmanagementstyleareaskedtoleavethecompany Results Theassessmentprocessenablesaccuratepinpointingofproblemareas allowingeffectiveandtimelyinterventions 31 Situation Afterthe2000mergerbetweenGTEandBellAtlantic VerizonneededtoamalgamateandrecalibratethenewHRfunctionwiththecorporategoals Actions Verizon sHRfunctionformedacoreteamthatidentifiedgoals pertinentmetricsandimplementedabalancedscorecardcomposedofHRmetricsthatlinkdirectlytotheorganization sbusinessprioritiesResults Followingthecreationofajointscorecard HRcanexplainanddefendprojectandstaffingdecisionsthatmaybeoutoftheordinaryorcountertoperceivedstrategicnecessities HRleadersnowhaveatoolwhichsupportsafocusontacticalexcellencewhileensuringalignmentwithbusinessstrategy 32 KeyIssueisAlignmentof to 33 Situation AlterraHealthCare aleadingproviderofassistedlivingfacilitiesfortheelderly faced145percentturnoverandfinanciallossesin2001 Inordertoovercometheseobstacles thecompanyneededtotransformtheHRfunctiontoalignitwiththecompany soverallmissionandgoals Actions TheSeniorVicePresidentrequestedassistancefromthe BalancedScorecardCollaborativeIncorporated organizationtocreateanHRBalancedScorecard Alterra scorporatestrategymapfocusedontheseelements financial customer business processes andorganizationallearning Totrackthoseelements theSeniorVicePresidentcreatedapeopleandculturebalancedscorecardthatdescribesHR sstrategicroleinimprovingshareholdervalue Results Withinsixmonths thecompanyhadapositivecashflowandtheturnoverfell26percentin2002fromtheyearbefore Alterra scustomerandemployeesatisfactionscoresshowthateightoutoftenare satisfied or morethansatisfied 34 WhatThenArethekeyPerspectives 35 Arepeopleperformanceandcapabilitiesaligned 36 WheremustHRexceltoensurethatthebusinessmeetitsgoals 37 HowcanHRaddfinancialvaluetothebusiness 38 HowdoHRimproveitsstanding statusintheeyesofthecustomer 39 TheThreeCriticalDecisionsthatShapeMetricsSelection 40 41 42 Cascading MappingandLinking metr