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T
WELVE
O
RGANIZATIONAL
C
APABILITIES
Organizational Capabilities:DefinitionsOrganizational Indicators(how we know we’re capable)HR Strategic Enablers (what wehave to do to increase capability)T
ALENT
The ability of an organization to
ensure competent
(right people,right job, right time) and
committed
people throughout theorganization. Talent ensures thatorganizations have the
know-howand willingness to
deliver onstrategy.
•
We have all the critical skills we need toachieve our strategy.
•
We continuously grow/develop the talent wehave.
•
We attract the additional talent we need.
•
We retain our best talent.
•
Formal succession planning processes existand are followed.
•
Critical jobs can be filled from within theorganization
•
Our people do “whatever it takes” to get the jobdoneDefine competencies for all critical jobsCraft a succession planning processthat gets usedEmphasize talent managementCraft a formal career developmentprocessRecruit, select and hire the besttalent availableCreate policies and practices thatencourage retention of key peopleSponsor and enable mobility acrossboundaries
S
PEED
Move quickly
into
new markets
,
introduce
 
new products
or services
faster 
than competitors
,reduce cycle time
on
administrative systems
,
process
 
information
 
quickly
•
Information moves quickly across internal andexternal boundaries
•
A new product/market development processexists and is utilized.
•
Our people act as soon as the minimumrequired information is available.
•
Process improvement processes (Six Sigma,lean mfg. etc.) are utilized throughout theorganization.
•
Organization changes direction/focus quicklybased on new information.
•
Over time, our organization is perceived by our customers as moving faster than our competitors.
•
Our Information Systems efficiently andeffectively transfer information across theorganization.
Human Resource Alignment Scorecard, Copyright © 2003 by Ulrich, Wilhelm and Solow1
 
Organizational Capabilities:DefinitionsOrganizational Indicators(how we know we’re capable)HR Strategic Enablers (what wehave to do to increase capability)I
NNOVATION
Create new ways
 of doing things;be
first to market
 in your industry; have
reputation for industry innovation
•
Generate significant revenue from products or services introduced in the last three years.
•
Encouragement of prudent risk taking
•
Employees make presentations at professionalconferences; are published in relevantprofessional journals.
•
We have a continuous stream of new ideas(“pipeline is full”)
•
Perceived by marketplace as the industryleader.
L
EARNING
Learn from successes andfailures
;
generate andgeneralize ideas
for individuals,teams and organizations
;
trackextent to
 
which
ideas are shared
across boundaries
•
“We learn continuously – from our successesand failures.”
•
Our organization systematically acquires,integrates, diffuses, and uses knowledge andlearning.
•
Formal knowledge sharing/best practicessystem exists and is utilized.
•
Learning opportunities are provided to everyemployee, and every employee is expected totake advantage of them.
•
Constantly sensing our external environment
•
Benchmarking our competition/best in classcompanies to search for new ideas
A
CCOUNTABILITY
Demonstrate
a performanceorientation
; be disciplined in
delivering what we promise
toemployees, customers, andinvestors;
define and meetmeasurable standards
; allocate
rewards based on performance
;
provide
clear and consistent
feedback
•
Roles and responsibilities are clearly defined,understood, and acted on.
•
Individual performance is measured againstexpectations
•
People take responsibility for their own actionsand results
•
Employees take the needs of other employees, customers, and other stakeholdersinto account in their daily actions.
•
The organization does not tolerate poor performance
Human Resource Alignment Scorecard, Copyright © 2003 by Ulrich, Wilhelm and Solow2
 
Organizational Capabilities:DefinitionsOrganizational Indicators(how we know we’re capable)HR Strategic Enablers (what wehave to do to increase capability)E
FFICIENCY
Improve efficiency and costreduction
through productivity,capital investments, andprocesses;
track cost of operations 
vs. competitors andvs. self over time, get the greatestamount of 
quality output withthe least amount of input.
•
Has an annual goal for productivityimprovement
•
The productivity improvement goal is a stretch
•
There are consequences for not reaching thegoal
•
People are rewarded (or not) for improvingefficiency constantly
•
Inefficient operations are not tolerated or continued
C
OLLABORATION
Create
synergy among thedifferent parts of our business
;make the “whole more than thesum of the parts;”
trackperformance
of alliances, jointventures, or shared serviceoperations;
efficiency of sharedoperations
; and
ability toleverage across units
•
Seek to collaborate on major issues
•
Utilize cross-functional, cross-boundary teams.
•
Organization “over-communicates” across allboundaries
•
Reward people for collaboration
•
Good at optimally sharing scarce resources
•
Effectively utilize “combinations” (JV’s, M&A’s,other alliances, licensing agreements, etc.)
E
XTERNAL
 S
ENSING
The ability of an organization to
link external stakeholders
(suppliers, government,community, investors etc.) in waysthat
reflec
t
the external view
inside the organization. ESensures that the organizationcontinues to
add value tomultiple constituents.
•
Constantly work to create a boundarylessorganization
•
Open communication across all existingboundaries
•
Attentive to all relevant news, market changesand regulatory changes
•
Sustain relationships which provide continuousrelevant information
•
Be willing to share information to getinformation
Human Resource Alignment Scorecard, Copyright © 2003 by Ulrich, Wilhelm and Solow3
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