Professional Documents
Culture Documents
-SUBMITTED BY
Group 19
K.Dharani
Kavivarma R K
Sravya
EVOLUTION OF HR SCORE CARD
Since its inception in 1992 the Balanced Scorecard has changed and evolved.
This is important as Robert Kaplan and David Norton have managed to keep the
concept fresh and aligned with current management thinking. The downside of
this is that the understanding of the Balanced Scorecard concept varies widely
depending on when individuals learnt about the Balanced Scorecard.
In addition, the names and content of the four Balanced Scorecard perspectives
have changed over the years. Especially the Learning and Growth Perspective
has been developed and refined. In the past companies have struggled with this
perspective and have often renamed it into a Human Perspective to only focus
on staff satisfaction, training and turnover or into an innovation perspective to
focus on future developments. The danger is that companies miss out other
important enablers of future performance.
To address this problem, Kaplan and Norton have articulated what they consider
to be the principal components of the Learning and Growth perspective,
namely:
Balanced Scorecard Sub Section: Human Capital (Employees' skills, talent, and
knowledge)
1. Financial Perspective:
a. Historical Data:
How did we do last month, last week, this year, last year, and so on?
b. Current Data:
c. Future Data:
From a financial standpoint, the purpose of a business is to create wealth for its
owners. Output measures or historical financial measures help an organization
keep score of how well it is doing at creating wealth. These data are always
past-focused because they are based on events that have already occurred: our
net profit for the year versus last year, our sales revenue this year versus last
year, and our average stock price this month versus last month. These are all
measures of corporate performance that are based on history. Any financial
information that goes into a report to shareholders or other stakeholders would
typically fall into the category of historical data.
Another measure of today’s financial results is the amount of cash the business
has on hand or the total value of its assets as compared with its liabilities. This
is a good measure of an organization’s overall financial health. These types of
financial metrics should answer the question: How are we doing today?
The third type of financial data needed in a complete set of measures is used to
predict the company’s future financial performance. These forecasts are used to
plan for future workload and resource requirements. Another common future-
oriented financial statistic is the amounts invested in research and development
as a ratio to sales revenue or profit.
Organizations often cut back on these costs during tough times, which may
cause them to mortgage their future for the sake of short-term financial gains.
Growth in sales from a particular geographic region or a particular industry may
also be a future-oriented financial statistic if the company is looking to grow
into new or emerging markets.
2. Customer Perspective:
The core measurement group of customer outcomes is generic across all kinds
of organizations.
a. Market share
b. Customer retention
c. Customer acquisition
d. Customer satisfaction
e. Customer profitability.
3.Internal-Business-Process Perspective:
i. Deliver the value propositions that will attract and retain customers in targeted
market segments, and
For incentive purposes, the learning and growth perspective focuses on the
capabilities of people. Managers would be responsible for developing employee
capabilities. Key measures for evaluating managers’ performance would be
employee satisfaction, employee retention, and employee productivity.
Within this core, the employee satisfaction objective is generally considered the
driver of the other two measures, employee retention and employee productivity
Profit Driven
• How must our people learn and develop skills to respond to these and
future challenges?
Balanced score card strategy Mapping:
One of the most powerful elements in the BSC methodology is the use of
strategy mapping to visualize and communicate how value is created by the
organization. A strategy map is a simple graphic that shows a logical, cause-
and-effect connection between strategic objectives. Generally speaking,
improving performance in the objectives found in the Organizational Capacity
perspective enables the organization to improve its Internal Process
perspective, which, in turn, enables the organization to create desirable results
in the Customer and Financial perspectives .
EXAMPLE: STARBUCKS BSC