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Creating the HR ScorecardPublished by: Business Intelligence Published: Dec. 1, 2001 - 236 Pages Table of ContentsChapter 1: The Case for HR Measurement Executive Summary Section A: Introduction A History of Measurement The Balanced Scorecard Section B: The HR Scorecard Stand-alone HR Scorecards An HR Scorecard Template Measures of Effectiveness and Efficiency Section C: The Pressures Facing HR A Language of Measurement Increased Accountability Doubts About the Efficacy of Measurement Section D: HR Driving Shareholder Value Section E: Human Capital Management Is the HR Function Growing in Importance? A Seat at the Top Table HR’s Focus too Narrow Case Examples Section F: A Value-adding’ HR Function Key Components of a Value-adding HR Function Section G: Conclusion Key Learning Points Case Study: Borealis Chapter 2: HR Measurement Survey - Trends and Practices Executive Summary Key Findings Context The Six Sections of Survey Questions Section A: General Questions Demise of the HR Function is not Expected Section B: HR Restructuring HR Focusing on Key Issues HR not yet Business Partners Section D: Performance Measurement Financial Metrics Used Collecting the Views of Internal Customers HR Benchmarking Use of Performance Management Frameworks Section E: Outsourcing and Shared Services Centres Outsourcing Shared Services Centres Section F: Future HR Challenges An Increase in the Use of Measurement Section G: Conclusion Global HR Trends Case Study: Union Fenosa Chapter 3: Evaluating the Strategic Contribution of HR Executive Summary Section A: Introduction Section B: Becoming Strategic Partners Becoming Outwardly Results-focused Section C: The Balanced Scorecard A Linkage Scorecard The Balanced Scorecard Explained Case report: Rockwater Learning and Growth Perspective Learning and Growth Measurement Section D: Other Performance Management Frameworks Survey Findings The EFQM Excellence Model The Malcolm Baldrige Model Examples from Case Study Companies Section E: Knowledge Management Knowledge Management Defined Implications for HR Professionals Human Capital Index Surveys Case report: Skandia Case report: Clarica Section F: Conclusion Key Learning Points Case Study: Corus Colors Case Study: BC Hydro and Power Authority Chapter 4: Measuring and Demonstrating the ‘Customer’ Value of HR Services Executive Summary Section A: Introduction HR/Business Results Disconnect Friday5s and MondayManager The HR Scorecard Section B: Assessing Customer Feedback Examples from Case Study Companies Acting on Customer Feedback External Customer Focus Section C: HR Auditing What is an HR Audit? Section D: HR and Change Management Case report: BC Hydro Transmission and Distribution Section E: HR Return on Investment A Five-level Assessment Process Section F: Conclusion Key Learning Points Case Study: Scotiabank Chapter 5: Measuring, Comparing and Improving Process Efficiency Executive Summary Section A: Introduction Getting the Balance Right Section B: Efficiency Measures Technology Section C: Saratoga’s Ten Key Measures of Human Capital The Measures in Detail Measurement Dynamics The Dangers of a ‘Dollar’ Focus Section D: Benchmarking Survey Findings Hackett Benchmarking 2001 Research Findings The Saratoga Institute Benchmarking and Continuous Improvement The Dangers of Benchmarking Section E: Performance Measurement Matrix Section F: Conclusion Key Learning Points Case Study: US Office of Personnel Management Chapter 6: Creating and Measuring Shared Services Centres and Outsourcing Arrangements Executive Summary Section A: Introduction Section B: Shared Services Defined Operating as a Business Section C: Shared Services Survey Findings Why Centralize? Case report: Synetix Services Within the Centre Shared Services Effectiveness Section D: Shared Services Challenges Technology Identifying Processes to Migrate to the Centre Internal Resistance Staff Reskilling Shared Services Planning and Implementation Process Seventeen Stages in Setting up a Shared Services Centre Section E: Performance Measurement Benchmarking a Shared Services Centre Case report: Motorola Shared Services Balanced Scorecard Section F: Service Level Agreements Case Study Company Example Evolving the SLA Section G: Whether to Outsource or Insource Why Outsource Why Insource Outsourcing/Shared Services Similarities Section H: Outsourcing Research Findings Business Intelligence Survey Findings Outsourcing Institute/Dun and Bradstreet Research Findings Hackett Benchmarking and Research Findings Outsourcing Success Case report: Yokagawa Europe Section I: An ‘Outsourcing Scorecard’ Identifying Strategic Goals Section J: Conclusion Outsourcing Critical Success Factors Shared Services Critical Success Factors Key Learning Points Case Study: BP and Exult Chapter 7: Aligning HR Staff with HR Strategic Goals Executive Summary Section A: Introduction Section B: Identifying Key Competencies Case report: BC Hydro Section C: Becoming Strategically and Business Focused The Role of HR Scorecard Creation Communication A Practical Knowledge of the Busienss Section D: An HR Executive Vice-presidents’s Five Key HR Competencies Section E: Ulrich’s Five Competencies for HR Professionals Delivery of HR Practices Management of Culture Management of Change Personal Credibility Section F: Understanding the Role of Performance Measurement Strategic HR Performance Management A Causal Relationship HR can be Measured A Significant Challenge The ROI Methodology Financial Measures Section G: Change Management Change Management and the Balanced Scorecard Case report: Clarica Section H: Conclusion Key Learning Points Case Study: Nextel Communications Chapter 8: Creating the HR Scorecard Executive Summary Section A: Introduction Section B: The Benefits of Creating an HR Scorecard Contributing to Business Strategy Consensus on the HR Strategy Section C: Creating the HR Scorecard - Introduction Section D: Hewitt Associates Template Four Phases to Scorecard Management Section E: BSCol Action Working Group Template Six-step Best Practice Template Section F: Cascading the HR Scorecard Section G: HR Scorecard Barriers and Critical Success Factors Linked to the Strategy Leadership Commitment Internal Communication Feedback and Learning HR Consultants’ Critical Success Factors Case report: Prudential Section H: Conclusion Key Learning Points Case Study: Verizon Communications Case Study: First Union AbstractThis report provides a step-by-step process by which HR leaders can create their own dedicated functional balanced scorecard that will clearly demonstrate how the function is helping to deliver its organisations’ strategic goals.Demonstrating value is now critical. As senior managers turn the spotlight onto HR’s contribution to the success of the organisation, discover the powerful role played by performance measurement in enabling HR to reposition itself as a key strategic business partner. Creating the HR Scorecard reveals:
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