Benchmarking in HR/ HR Balanced Scorecard /SEM SAP AG HCM EMEA - public - Agenda Benchmarking Balanced Scorecard © SAP AG 2002, The HR Balanced Scorecard, Dr. Martina Schuh, Page 2 Agenda Benchmarking Balanced Scorecard © SAP AG 2002, The HR Balanced Scorecard, Dr. Martina Schuh, Page 3 Benchmarking – Definition Benchmarking is the comparison of similar processes across organizations, companies and industries to identify best practices and develop improvement plans and actions (Score
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Step One: Assessment Step One of the scorecard building process starts with an assessment of the organization’s Mission and Vision, challenges (pains), enablers, and values. Step One also includes preparing a change management plan for the organization, and conducting a focused communications workshop to identify key messages, media outlets, timing, and messengers.Step Two: Strategy In Step Two, elements of the organization’s strategy, including Strategic Results, Strategic Themes, and Perspectives
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Balanced Scorecard The BSC is a planning & management system which can be widely applied to organizations and companies regardless of size or type of business. The technique, extensively used in business and industry, government, and non-profit organizations worldwide, provides a method of aligning business activities to the vision & strategy of the organization, integrating internal & external communications, & keeping a watch on organization performance against strategic goals. It was developed
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WHAT IS A BALANCED SCORECARD? According to Robert Kaplan and David Norton, the founders of the Balanced Scorecard, "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies
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CASE MEMO VERIZON COMMUNICATIONS INC: IMPLEMENTING A BALANCED SCORECARD By : Pallabi Roy (35) Pranjal Yadav (37) Rudra Prasad Banerjee (43) Sherin S Mathews (49) Sohini Banerjee (52) Srijan Sinha (53) Supratim Datta (55) By : Pallabi Roy (35) Pranjal Yadav (37) Rudra Prasad Banerjee (43) Sherin S Mathews (49) Sohini Banerjee (52) Srijan Sinha (53) Supratim Datta (55) CASE SUMMARY Company profile: Verizon is a global leader in delivering innovation in communications, information
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ISSN 1940-204X COORS BALANCED SCORECARD: A DECADE OF EXPERIENCE Hugh Grove University of Denver Tom Cook University of Denver Ken Richter Coors Brewing Company IntroductIon By the end of 1997, Coors had finished the implementation of a three-year Computer Integrated Logistics (CIL) project to improve its supply chain management. Coors defined its supply chain as every activity involved in moving production from the supplier’s supplier to the customer’s customer. (Since by Federal law, Coors
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CHAPTER 10 1. What is the difference between a “dashboard” and a “scorecard”? Why is it important that managers know the difference between the two? What can they learn from each? A dashboard is a container for various types of reports, including scorecards. It might consist of one or more pages, and it might have more than one module on each page. The modules are called Web Parts. A typical dashboard might contain a scorecard, an analytic report, and an analytic chart, but many variations are
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well-known paper in my research area, named The Balanced Scorecard-Measures That Drive Performance, then the underlying assumptions and paradigm of this research will be discussed and identified. After that, some criticize will be raised from the view of other paradigms, the difference of underlying assumptions will be explained in the end. Paper of Balanced Scorecard In 1992, Robert S. Kaplan and David P. Norton published the paper named The Balanced Scorecard - Measures That Drive Performance, this
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IV. How can you utilize the scorecard approach/es in allocating operational risk capital? Operational risk is hard to quantify because it is the risk resulting to personnel or organizational error, technological inadequacies or failure in processes which also include external factors. Operational risk scorecards show the operational risk profile of a company through the use of scores. Through the scorecard approach, the bank will use scorecards to modify the amounts of the initial level of
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the following in order: 1. Brief description of the organization/segment–1 paragraph. 2. SWOT analysis in chart form–Four categories - Strengths, Weaknesses, Opportunities, Threats - each item should be clearly and concisely stated. 3. Balanced Scorecard in chart form. Clearly and concisely list CSFs in each of the four categories identified in the text. For each CSF indicate in a separate column explain how the measurement of the CSF will transpire. 4. A discussion of the CSFs chosen for
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