平衡計分卡scorecardbasics-3(nxpowerlite)(編輯修改稿)
2025-03-20 14:47 本頁面
【文章內(nèi)容簡介】 corecard approach and traditional human resources management is that entire people management systems and processes are centered around HR’s deliverables rather than subsections of the department, such as benefits, recruiting or pensation. The HR Scorecard ? Literature highlights a debate as to whether the HR department should create a scorecard in advance of, or following, the rest of the anization ? As scorecards normally include details of future business goals and initiatives, and HR activities should be in line with these priorities, some authors suggest that HR scorecards should be developed after scorecards in other parts of the business. The HR Scorecard The HR Scorecard The HR Scorecard ? Business Strategy: ? ―What are the strategic goals of the business?‖ ? Workforce Requirements: ? ―What must HR deliver to enable the business to meet goals ? HR Strategic Focus: ? ―Which actions enable HR to deliver against its requirements?‖ ? Detailed Measures: ? ―How can HR measure whether it is achieving its strategy? Do you Have A different Perspective? The HR Scorecard Five Minutes The HR Scorecard Is it really relevant? Situation: In 1992, Sears, Roebuck and Company was experiencing a difficult financial condition. The pany was losing $ billion annually. Actions: The CEO and the executive team used the balanced scorecard framework to create a culture of feedback and learning by implementing three strategies to make Sears ―a pelling place to shop‖ (the customer perspective), ―a pelling place to work‖ (the employee perspective), and ―a pelling place to invest‖ (the financial perspective). . Results: By 1999, the pany had $ billion in operating earnings and it was named the most innovative general merchandise retailer by Fortune. Situation: Conventional satisfaction surveys and the Skandia ―Navigator‖ (balanced scorecard) were unable to pinpoint specific cultural hot spots and managers who do not support entrepreneurial and innovative culture, key for future growth and development. Actions: The HR department refocuses employeesensing efforts by creating an employee survey that focuses on determining whether employees perceive their unit, their work environment, and their managers as fostering and supporting entrepreneurial behavior. Line managers who, appear to have unsatisfactory behavior receive coaching. Line managers who are unable to make the
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號-1