Balance Score Card

Rajiv Kumar
Why the Balanced Scorecard?
 Important to have a plan, set goals, and
measure your success
 Having a plan is more important than the specific

tool you use

 “Holistic” approach that extends beyond
financial smeasures and incorporates other
priorities
 Linking strategic institutional plans and priorities
Why the Balanced Scorecard?
 Measuring and reporting success
 Recording baseline data
 Tracking over time
 Offering flexibility
 Using existing tools
History
 Balanced Scorecard is a tool developed by
Robert S. Kaplan and David P. Norton, as described
in two successful books.

 “The Balanced Scorecard translates an

organization's mission and strategy into a
comprehensive set of performance measures that
provides the framework for a strategic measurement
and management system.”
Balanced Scorecard objectives
 Consistently deliver superb customer experience
 Optimize resource utilization and be
accountable and financial stewards
 Achieve operational excellence in our

internal processes
 Organization must consistently strive for

learning and growth

BSC Overview
 Customer Perspective : In order to deliver
superb service, how should we appear to
our customers?
 Financial perspective : In order to optimize
resource utilization, how must we appear
to those who provide the resources?
BSC Overview..cont
 Internal Process Perspective : In order to
achieve operational excellence, at what
business processes must we excel?

 Innovation & Learning perspective :In

order to sustain our ability to improve and
create value, what do I need?
BSC Perspectives-Financial
 Traditional need for financial data

 Processing can be centralized and

automated

 Additional financial-related data, such as

risk assessment and cost-benefit data
BSC Perspectives-Customer
 Customer focus

 Customer satisfaction

 Changing customer demands and needs

BSC Perspectives-Internal Process

 Internal business processes

 How well are processes running?

BSC Perspectives-Innovation and
Learning
 Employee training
 Individual and institutional improvement
 Continuous learning mode
 Focusing training funds on results
 ‘Learning' is more than 'training'
 HR Scorecard
Freq of
Perspective Measure Type Unit
Review

F % Deviation of Actual Cost against HR Budget Lead % Q

C No. of New Joinees (TR,EP) Lag No M

C New Joinees :Join Ratio Lag % Q

Percentage of Overseas Employees Vs Total

C Lead % Q
Employees

C Associate Satisfaction Index (2007-08) Lag % Y

 HR Scorecard…cont
Freq of
Perspective Measure Type Unit
Review

C No. of TCS Overseas e employees Lead No M

C No. TCS employees in Global delivery centres Lead No Q

F GDC Salary as a % of GDC revenue Lead % Q

Performance Management Process Compliance

I (Goal setting/Half Yearly Review/Year End Lag % Q
Review)

Employees covered by the

I Lead % HY
Appraisal Training Sessions in the region

C Confirmations completed within SLA Lag % M

 HR Scorecard..cont
Freq of
Perspective Measure Type Unit
Review

Percentage of Compliance to various Statutory

I Lead % M
regulations

I Audit Items closed as per committed schedule Lag % M

C Attrition % for the region Lead % Q

C Attrition rate among high performers Lead % M

C Percentage of Leadership positions filled Lead No M