அனைவருக்கும் வணக்கம்

இங்கே Balance Scorecard பற்றி தெரிந்தவர்கள் இருப்பீர்கள் என நம்புகின்றேன். இந்த Balance Scorecardai Human Resourceil பயன்படுத்துவதால் ஏற்படும் 4 நன்மைகள் (chances) தீமைகள் (risks) எதுவாக இருக்கும் என்று நீங்கள் கருதுகின்றீர்கள்? இது பற்றி நான் ஒரு சிறிய வேலைத்திட்டம் செய்யவேண்டியுள்ளதால் உங்களின் உதவியை நாடி நிற்கின்றேன்.

உதவிகளிற்கு நன்றி.

நன்மைகளை chances எண்டும் தீமைகளை risks எண்டும் சொல்லிறதோ? நீங்கள் செய்யுற வேலைத்திட்டத்துக்கு Reference காட்ட தேவை இல்லையோ? தேவை இல்லை எண்டால் நெட்டில சுட்டுப்போட்டு போடலாம். அதுக்கு சொல்லித்தர தேவை இல்ல. Reference காட்ட வேணும் எண்டால் நான் அதுபற்றிய articles ஐ இணைச்சு மூலமும் தரலாம். நீங்கள் அதை உங்கட மொழியுக்கு மொழிபெயர்த்து எழுதலாம். உந்தவிசயங்களை தமிழில படிச்ச யாரும் இதுக்க இருக்கமாட்டீனம். ஆங்கிலத்தில இருக்கிறதுக்கு ஒப்பான தமிழ் கலைச்சொற்களில உதுகளை எழுதுறது கஸ்டம். எண்டபடியால் நீங்கள் பெரும்பாலும் டொச் எண்டு நினைக்கிறன், ஆங்கிலத்தை மொழிபெயர்த்துப்போட்டு உங்கட பாசையில எழுதுறதுதான் நல்லது. உது எந்த level இல செய்யப்படுற வேலைத்திட்டம், பல்கலைக்கழகம் ஏதுமோ இல்லாட்டிக்கு வேற ஏதுமோ?

நன்மைகளை chances எண்டும் தீமைகளை risks எண்டும் சொல்லிறதோ? நீங்கள் செய்யுற வேலைத்திட்டத்துக்கு Reference காட்ட தேவை இல்லையோ? தேவை இல்லை எண்டால் நெட்டில சுட்டுப்போட்டு போடலாம். அதுக்கு சொல்லித்தர தேவை இல்ல. Reference காட்ட வேணும் எண்டால் நான் அதுபற்றிய articles ஐ இணைச்சு மூலமும் தரலாம். நீங்கள் அதை உங்கட மொழியுக்கு மொழிபெயர்த்து எழுதலாம். உந்தவிசயங்களை தமிழில படிச்ச யாரும் இதுக்க இருக்கமாட்டீனம். ஆங்கிலத்தில இருக்கிறதுக்கு ஒப்பான தமிழ் கலைச்சொற்களில உதுகளை எழுதுறது கஸ்டம். எண்டபடியால் நீங்கள் பெரும்பாலும் டொச் எண்டு நினைக்கிறன், ஆங்கிலத்தை மொழிபெயர்த்துப்போட்டு உங்கட பாசையில எழுதுறதுதான் நல்லது. உது எந்த level இல செய்யப்படுற வேலைத்திட்டம், பல்கலைக்கழகம் ஏதுமோ இல்லாட்டிக்கு வேற ஏதுமோ?

இது பல்கலைக்கழத்திற்கு தேவையானது தான்.

நான் Reference காட்டத்தேவையில்லை. நெட்டில் தேடி பார்த்தேன். ஆனால் எனக்கு திருப்பதியளிக்கும் பதில்களை காண முடியவில்லை. உண்ணையை சொன்னால் எனக்கு விளங்கவில்லை என்றே சொல்லலாம். :-)

ஆங்கிலத்தில் நீங்கள் பதில்களை தந்தால் நான் அதை யேர்மன் மொழியில் மொழிபெயர்துக்கொள்வேன்.

பல்கலைக்கழக படிப்பு எண்டால் மூலம் எப்பவும் தேவைப்படும். உங்களுக்கு உதவக்கூடிய விசயங்களை தொகுத்து தந்து இருக்கிறன். உத முழுமையா வாசிச்சால் எல்லாம் விளங்கும் எண்டு நினைக்கிறன். வேலைத்திட்டத்தில நல்ல புள்ளி பெற வாழ்த்துகள்

Balanced Scorecard (BSC): A system that measures and manages an organization's progress toward strategic objectives. Introduced by Robert Kaplan and David Norton in 1992, the balanced scorecard incorporates not only financial indicators but also three other perspectives: customer, internal business, and learning/innovation. The scorecard shows how these measures are interlinked and affect each other, enabling an organization's past, present, and potential performance to be tracked and managed.

Source: http://dictionary.bnet.com/definition/Bala...trackDictionary

The Importance of Access to HR Performance Management Tools:

With access to HR performance management tools, monitoring the goings-on in the HR department itself would be easier. This helps keep things on the right track.

It is easy for a lot of companies to overlook the importance of their very own HR departments. This does not really mean that these companies overlook this department on purpose. This can just be attributed to the fact that there is that common misconception that the HR department’s sole purpose is merely recruitment and selection. However, there is just so much to this department that many people do not really see at first bat. For starters, the HR department handles the training of the supervisors and team managers that who handle the frontliners in the company. It is also the HR department that handles and develops the compensation and benefits packages that all employees enjoy. Thus, there is indeed a need to incorporate performance management in the HR department. And if there should be access to HR performance management tools, it should be on the HR balanced scorecard.

The balanced scorecard approach is actually the ideal to use when you want to determine the performance of the HR department. This is because the balanced scorecard contains quantifiable figures called KPIs or key performance indicators that measure the present performance of any department against corporate goals and objectives. It would be very difficult to measure something that is not quantifiable in nature so this is the primary purpose of KPIs, to give a quantitative representation of qualitative data.

Aside from that, the balanced scorecard and its KPIs are ideal to use when determining the appropriate solution to any existing problem within the organization. This is actually one of the very important roles that the balanced scorecard plays. Think about it: the KPIs are used to determine how the HR department is doing when it comes to the goal of, say, employee retention. If the balanced scorecard shows that the company is not doing well in terms of employee retention, then the facts and figures can then be analyzed and represented, to determine the proper course of action.

There are several KPIs or metrics that can be used to assess performance management of the HR department, aside from employee retention. One of these is job satisfaction. As expected, job satisfaction would be related to employee retention, for employees would not stay employed in whatever company or enterprise if he or she were not satisfied with the job. Turnover rate is another KPI that is related to employee retention, and is something that the HR department should focus on as well. If the turnover rate is high, this means that there are a lot of employees leaving their positions at a quite premature time, and this is a strong indication that there is something wrong in the hiring and recruitment processes that the HR department makes use of. Perhaps the department is hiring the wrong people unintentionally? Whatever the reason may be, this is still a KPI that measures HR performance management.

In itself, there should indeed be access to HR performance management tools so that it would be easier to determine if the HR department is using any practice or procedure that hinders the progress and productivity of the department itself and the organization as a whole.

Source: http://www.hr-scorecard-metrics.com/the-im...ement-tools.htm

The Balanced Scorecard is a multidimensional system providing economic measures that allow to chart and implement an approved strategy of operation across an enterprise. The system should integrate the most important areas in enterprise's operation.

The Balanced Scorecard was developed in early 1990s by David P. Norton and Robert S. Kaplan. Initially, it was merely an attempt to solve the measurability problem related to intangible assets. In the past, the book value of tangible assets represented the core component of industrial organisations' market value. A very successful measure of performance at that time was based on financial indicators, as the strategies of competition built on acquiring and managing tangible assets. In today's world, with its knowledge-based economy, the value of an organisation hinges on the expansion of intangible assets, such as workers' knowledge and skills, information technologies, relationships between a firm and its customers and suppliers and the climate supporting innovation, problem solving and improvements. However, financial measures that organisations applied so willingly showed only results of the past actions, while disregarding factors that determined firms' future results. Organisations' reliance on the financial indicators may end up with wrong decisions, as a result of their management's concentration on the short-term effects instead of generation of the long-term values. In most cases, this approach lends to abated outlays on the development of new products, improvement of internal processes, development of the staff, information technologies, etc., as such cuts make profits grow in the short term. Over time, however, it has been observed that the value of intangible assets depends on their being part of a consistent strategy. So the question concerned not only devising methods that would allow to measure the intangible assets, but also how to incorporate them into the implementation of organisation's vision and strategy. Ultimately, the Balanced Scorecard as developed by R. S. Kaplan and D. P. Norton has become a system of strategic and operational indicators supporting the implementation of organisation's strategy.

A typical Balanced Scorecard (Jaruga, 2000; Kaplan, Norton, 200Ib) translates the vision and strategy into goals and measures grouped according to four different perspectives: finance, customers, internal processes and growth (Fig. 1). The first to be set are financial goals and measures, as in the long term organisations aim at providing their owners with financial benefits, and the strategy should make it possible. One goal within this perspective is organisation's ability to survive reflected by cash flows or incomes measured by increases in quarterly sales.

The next stage is formulation of an appropriate market strategy for the customer perspective; one that would generate good financial results in the future. Consequently, customers and market segments have to be defined, wherein the organisation will compete, as well as the method for attracting and retaining customers to be pursued by the firm. For instance, the method can base on releases of new products (then the measure is the percentage of revenue provided by the sale of new products) or timely deliveries. Goals presented within the financial and customer perspectives are treated as desirable effects of organisation's operations, yet they do not precisely explain how the effects should be produced. It is the perspective of processes encompassing product designing, brand and market development, sales, post-sale service, manufacturing processes and logistics, that identifies actions necessary to generate value for the customer and to produce expected financial results. This perspective targets technological capacity, whose performance can be measured using the configuration of the manufacturing potential vis-a-vis the competitors', or the quality of manufacturing measured by the course of the production cycle and the unit cost. In most cases goals formulated in respect of the financial, customer and internal processes perspectives disclose a gap between the existing potential of the human resources, systems and procedures and what is necessary to be successful in the future. In order to bridge the gap a firm has to invest to change its workforce's qualifications, to improve technologies and IT systems and to adjust its organisational procedures. Goals and measures of effects in this area are included in the growth perspective. They can be exemplified by the technological leadership measured by the time necessary to develop a successive product generation, or by workforce turnover indicated by changes in the level of employment in relation to the average number of workers.

Human resource management (HRM) as an element of the Balanced Scorecard

Human resource management is changing just like other subsystems operated in an organisation. Today the strategic significance of human resources is being emphasised. However, the HRM impact on firm's strategy and its value is not easily observable. Even in organisations that stress strategic management HR specialists are frequently unable to capture the actual contribution of their departments' to the fulfilment of organisation's mission and strategy or to inform the management about it. Therefore, they busy themselves with developing technical aspects of personnel management, such as recruitment, pay, training, worker development, etc. However, such activities do not always directly support strategy implementation. R. S. Kaplan and D. P. Norton (2001 a) report that in the US A only 51% of senior managers had personal objectives related to their firm's strategy. This rate was even less favourable in the case of the middle-level management (21 %) and the rankand-file personnel (7%). The Balanced Scorecard should help solve the problem, as the fourth perspective emphasises the following elements as growth boosters: the potential of human resources, the capacity of the IT systems and the levels of motivation, decentralisation and convergence of goals (Kaplan, Norton, 200Ib).

Regarding the potential of human resources R. S. Kaplan and D. P. Norton (200 Ib) suggest 3 basic measures of goal attainment, i.e. worker satisfaction, the resulting turnover and worker productivity (Fig. 3).

In most cases worker satisfaction is investigated by means of annual surveys, or monthly examinations of workers selected at random. Another aspect of human resource potential, the turnover, is typically analysed using the percentage of staff who quit key positions. This aspect is important for an organisation, because investments in staff are typically long term, so an unexpected withdrawal of the beneficiaries makes an organisation lose some intellectual capital. The productivity of labour reflects the aggregated effect of raising personnel's qualifications and motivation, innovation, streamlining of internal processes, as well as higher customer satisfaction. Hence it is frequently used as a measure within the growth and development perspective. The simplest measure of the productivity of labour is revenue per worker. This solution is, however, an imperfect one and its major drawback is disregarded costs of earning the revenue. Its inefficiencies can be overcome by using a measure that identifies value added per worker. Having defined the basic HR measures, an organisation should name their determinants, such as personnel skills, technological infrastructure and personnel's involvement.

Among those determinants special attention should be paid to improving workers' skills and involvement. In a knowledge-based economy steadily upgraded workers ' competencies may become the key to successful organisation. However, whether relevant measures are added to the Balanced Scorecard depends on the extent of competencies the workforce has to acquire in order to efficiently attain its goals relating to internal relations, customer and financial perspectives, and on the numbers of workers that have to take training. Only substantial gaps between the future needs and the present competencies of workers justify training as particularly important for the strategy implementation. Even competent workers may not be able to completely fulfil assumptions underlying their organisation's strategy, without being offered effective incentives or the freedom of acting. Therefore, a motivating and initiative encouraging climate should be accepted as another determinant of goal attainment within the growth perspective. The effects of motivating workers and winning their involvement in firm management are measured using a diversity of methods. One simple and commonly used measure is the number of reported initiatives per worker and the number of implemented projects. Another issue related to worker involvement is making goals pursued by firm's internal units and individual workers converge with organisation's strategic goals, as a result of which the Balanced Scorecard can be implemented effectively. This approach can be measured using, for example, percentages of managers and workers applying the scorecard. In most cases actions of individual workers do not suffice to attain ambitious strategic goals within the finance, customer and internal processes perspectives - even of those who are competent, well-motivated and informed - as economic processes are realised by teams of workers. Consequently, it is worth adding measures to the scorecard, that allow to monitor the degree of collaboration among the team members. Measures of teamwork effects encompass: a measure identifying the degree to which a firm co-operates with other organisations and customers (the benefit sharing ratio), the number of joint projects carried out by at least two teams, as well as the percentage of teams whose members share goals and motivation.

Some authors (Becker, Huselid, et al., 2002) think that human capital is such an important ingredient of firm's value that the methods of its measurement proposed in R. S. Kaplan and D. P. Norton's Balanced Scorecard should be extended. Hence they developed a Balanced HRM Scorecard with the four elements:

* a performance-based working system with measures assessing the efficiency of the personnel departments, for instance, the cost of competence improvement per worker, firm's wages to competitors' wages ratio;

* the HRM system's correspondence with firm's strategy; here the consistency of these HRM elements is measured, that apparently contribute to building the value generating potential;

* productivity: in this section of the scorecard HRM managers should distinguish the basic productivity measures from strategic measures that help assess the strategic dimension of the effects of actions and processes within the HRM system, e.g. labour costs, workforce turnover costs;

* value generating capacity of the HRM departments; this element offers measures that help identify specific causal relations occurring in the HRM system value generating process, e.g. inter-department teamwork, the degree to which workers understand firm's strategy and its operational objectives, the percentage of workers making their own suggestions about firm's functioning.

Closing our discussion of the links existing between the HRM and the Balanced Scorecard, we need to pay special attention to the motivating nature of remuneration. Goals and measures assigned to particular Scorecard's perspectives do not guarantee successful implementation of organisation's strategy, as they cannot ensure that a strategy will really become a daily routine for each worker. In most cases, it is the relationship between the pay and the Balanced Scorecard measures that effectively focuses workers' attention on their daily support for organisation's strategy. With this approach organisation's successes mean a reward for its workforce, whereas failures make workers lose. In order to effectively apply BSC-based remuneration, the nature of this motivating instrument has to be explored first, as well as the most recent trends in the field.

Reference: Urszula Feliniak, Izabela Kolodziejczyk-Olczak. (2005). The balanced scorecard and managing human resources - the case of employee remuneration. Organizacijø Vadyba: Sisteminiai Tyrimai,(36), 19-31. Retrieved November 7, 2008, from ABI/INFORM Global database. (Document ID: 959305851).