Measurement, Diagnosis and Scorecards

Measurement, Diagnosis and Scorecards [FP20]
*Balancing Individual and Corporate Scorecards for Corporate Success*
The idea that individual performance measures and performance management processes can be linked through a balanced scorecard to corporate strategy seems compelling. This is what is described in this report based on the work of Chris Goodwin and Rachel Carpenter at Barclays Bank. It describes: the culture change that the new measures are intended to support ~ the design of the performance management system ~ the measures ~ their model of a role ~ the use of the balanced scorecard ~ soft and hard measures ~ objective and subjective measures ~ their novel assessment process and design of assessment scales, including team leader measures. It also describes the issues they faced, such as: Transferring understanding and skills Overcoming entrenched misunderstanding and assumptions Resourcing and time implications Ensuring the Senior Executives practise what they preach Managing the interface with other business tools, eg EFQM Parallel introduction of Performance Management and pay Team pay versus individual pay [T33 ~ 1997 ~ 6 pps]
*How Finance Directors Evaluate HR Strategy*
This report is based on a FiSSInG survey undertaken with of the Institute of Chartered Accountants (ICA) and the Chartered Institute of Management Accountants (CIMA) and sponsored by Investors in People UK Ltd. The survey attracted 369 completed responses from Finance Directors from all sectors. The report looks at: What FDs see as the main components of a balanced scorecard The involvement of the finance function in measuring e.g. intellectual capital The human and other factors they see hindering their function and the business The future goals of the organisation Factors and standards used in monitoring performance How they prefer to measure training and development Importance of employee productivity Financial and quality measures IiP as a measure. We found significant differences between engineering and financial service organisations. This survey was reported on national TV and radio stations. [T31 ~ 1997 ~ 13 pps]
*Diagnosing Change - Surveys*
Two different approaches Martin Woods explained how Norwich Union used a major Opinion Survey as a corporate Health Check, how they asked qualitative questions and undertook quantitative analysis e.g.: - % Managers who are clear about customer expectations - % Managers meeting those expectations Plus the Action Planning and tasks set for Corporate Review Working Parties.

Bob Briggs described how Barclays Bank used diagnostic surveys in their Business Process Re-Engineering. Essential requirements for successful Business Process Re-Engineering. Comparison of TQM and BPR in results, scope and focus, the magnitude of change and cultural impacts; the role of technology and the outcomes. "Do we aim for improved management of the current business or a new business to manage?" [T11 ~ 1993 7pps]
Bob Briggs described how Barclays Bank used diagnostic surveys in their Business Process Re-Engineering. Essential requirements for successful Business Process Re-Engineering. Comparison of TQM and BPR in results, scope and focus, the magnitude of change and cultural impacts; the role of technology and the outcomes. "Do we aim for improved management of the current business or a new business to manage?" [T11 ~ 1993 7pps]
*What Chief Executives Want from HR*
FiSSInG Survey of Chief Executives in financial services: the single most important contribution they want from HR specialists - the biggest weakness or obstacles they see in the way. What influences CEO views - the difference between the old and emerging role - what hinders HR in moving to this - factors affecting the credibility of HR. David Clutterbuck of the ITEM Group followed up: The gulf between the preferred self-image compared to actual perceptions of HR ~ four main factors determining the perceptions of HR ~ four main reasons to promote HR better ~ how to improve the reputation ~ understanding customer needs ~ the business issues ~ key issues for HR Directors - a four stage process developing the right role. [T16 ~ 1994 ~ 5pps]
*Assessing the Performance of the HR Function*
Peter Falgate of Norwich Union with a long career as Line Manager and HR Practitioner: Why measurement? "How?"! Measuring outputs such as customer satisfaction, sales and market share is well understood. However, measuring outputs on a non-financial basis is much less well developed. Top managers emphasise the difficulty of measuring the effectiveness of people management but also believe in the importance of its contribution to performance. Defining the HR function ~ How business managers see it ~ "How it should be?" The critical impacts of HR on the business Assessing the performance against these at three levels: Strategic In partnership with line management The effect of "routine" systems and procedures. What key indicators should be included in the Service Agreement. [T18 ~ 1994 ~ 6pps]
*Measuring Financial Success in Training Programmes*
Philip Darling, author of "Training for Profit: Developing a high performance workforce". Expressing the benefits of training in Ł terms ~ Models ~ Case Study ~ Personnel for Profit. Key points ~ Tools for analysis ~ How HR can identify the profit gap ~ from Personnel to Boardroom ~ The Process.
[T6 ~ 1991 ~ 5pps]
*Measuring the Critical Success Factors for HR*
"Boards and Executives realise that traditional financial indicators are insufficient to guide and measure strategic change (ie. to steer the direction and gauge the speed of change). They are turning to company specific indicators as a compass for the business route plan i.e. the balanced business scorecard or the Executive Dashboard." Clive Nash of the Prudential led a pilot HR benchmarking system which needed to be robust enough to carry them through the changes that lay ahead - there is no point in devising measures which need constant updating. The drivers included new corporate led standards and this report covers: The approach ~ The principles ~ The research ~ Examples of other companies ~ The Need to Measure "Xerox HR would not have realised they had plateaued if they had not monitored their performance." The Model they designed ~ measures arising from Goals and KPIs ~ the process of implementation. Gillian McGrattan, a strategic planner / economist at NatWest Bank described their Balanced Business Scorecard. It helped to balance short and long term performance and restructure priorities and was cascaded to local level as the prime performance management tool. This report describes their Model used for each business. How the measures evolved ~ How HR owns their "box" ~ The qualitative measures ~ The use of telephone based staff surveys ~ The five indices developed ~ Is it working? ~ The Issues such as: "Measureitas" "Targetitas" "Culture" "Unbalanced scorecard" A. What should be the role of HR in developing Performance Management Systems? B. Who drives it? C. What are the criteria for effective measures? D. Examples of good measures. [T23 ~ 1995 ~ 8pps]
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