Summary 4 HR Scorecard – The Birth 5 HR Scorecard 6 Indicators of HR Scorecard 8 Balanced Scorecard 10 Relation between HR Scorecard & Balance Scorecard 11 Designing HR Scorecard 12 The Implementation 14 Sample HR Scorecard 15 Primary Research Industry Example: The Taj Group 16 Industry Example: NTPC 17 Pros & Cons 18 Conclusion 19 References 20 Executive Summary This project is based on finding the rationale behind the development of HR Scorecard and the reasons
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(ERP) 9 4.3 Levels Of Strategy Within An Organisation And Linkage To Bi 11 4.3.1 The Corporate Level Strategy 11 4.3.2 Business-Level Strategy 12 4.3.4 Operational Strategy 13 4.3.5 Bi implementation strategies 14 4.3.5 Balance Scorecard (BSC) 15 5. The Macro Environment of Sensible Solution Ltd 17 5.1 Swot Analysis 17 5.2 Pestle Analysis 18 6. CONCLUSION/RECOMMENDATIONS 19 7. REFERENCES 21 LIST OF FIGURES Figure 1:Linking Sensible Solution Ltd strategy and goals with
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Pomponio 9 January 2012 As one of the four perspectives of the Balanced Scorecard, the Learning & Growth perspective focuses on how the organization must learn and innovate in order to achieve the set goals. It is the root of the balanced scorecard and requires nutrients to grow. It develops intellectual capital and empowers employees as part of the relationship to the vision and strategy portion of the BSC. Learning & growth perspective can be described as inputs and internal
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A Balanced Scorecard approach generally has four perspectives: Financial Internal business processes Learning & Growth (human focus, or learning and development) Customer Each of the four perspectives is inter-dependent - improvement in just one area is not necessarily a recipe for success in the other areas. Areas * Finance Return On Investment Cash Flow Return on Capital Employed Financial Results (Quarterly/Yearly) * Internal Business Processes Number of activities
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Task 1 Introduction In this task I choose Hanoi Milk Company for an example of private company and Vinamilk Company for an example of state owned enterprise company. I will describe them about the size, legal status, level of activity as well as discussing about their SMART factors. I will also apply Balance Score Card for both of them in order to explain the different between the private and public sector. Major finding To beginning with a stated owned enterprise company, Hanoi Milk Join Stock
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ISDS 2001 – STUDY GUIDE for Final Exam – Chapters 3 and 6 Objectives: After completing Chapter 3, you should know: 1. that BPM encompasses a core set of processes, including financial and operational planning, consolidation and reporting, modeling, analysis, and monitoring of KPIs, linked to organizational strategy 2. that BPM helps organizations translate a unified set of objectives into plans, monitor execution, and deliver critical insight to improve financial and operational performance
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competition is essentially the competition between the supply chain competitions and they compete better logistics level and capability. Logistics will affect survival and development of the enterprise. 3. From the point of view of logistics, the BSC approach forces
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Kooistra Autogroep Vishnukanth Chivasubramaniam Student #: 260426841 CCMA 523-Management Control Systems Due Date: December 20 2015 Executive Summary Kooistra Autogroep was a reputable family-owned automobile retailing company founded in 1953. The company initially began in a single location in Netherlands, selling and servicing few brands. However, growth was imminent for the fortunate company as it soon made recognition for itself by securing a spot as a top 20 player in the Dutch Dealership
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transportation. On the other hand, liberalisation is defined as a process whereby measures are taken to expand market access to foreign services providers or to diminish discrimination against them to the domestic suppliers. I as a Saiful Alawi used Balanced Scorecard approach in order to examine Proton and recommend to MAZDA Company to not invest or collaborate with the Proton because the performance of the Proton is not showing a not excellent. They might not gain any benefit if they collaborate or invest
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Personal Scorecard Make Strategy Everyone’s Job 3. Provide Necessary Skills Strategic Job Families Strategic Readiness 4. Align Personal Incentives Variable pay Team based You need a formal process to improve workforce readiness. Strategy should be linked to existing HR programs for performance management. How do we align employees to the strategy? 1. Create Strategic Awareness Communicate Communicate Communicate 2. Align Personal Goals Personal Scorecard Make Strategy
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