Premium
Designing and Implementing an HR Scorecard
Author(s) -
Walker Garrett,
MacDonald J. Randall
Publication year - 2001
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.1025
Subject(s) - balanced scorecard , lagging , workforce , strategy map , organizational dynamics , process management , business , performance measurement , performance management , management , performance indicator , operations management , economics , marketing , public relations , political science , mathematics , economic growth , statistics
Verizon HR has effectively designed and implemented a strategic management system, which is based upon thebalanced scorecard model of Dr. David Norton and Dr. Robert Kaplan of Harvard Business School. The HR BalancedScorecard was conceived with New Economy organizational dynamics in mind. The scorecard uses a broad range of“leading and lagging” indicators—overall strategy, operational processes, customerperceptions, and financials to evaluate the effectiveness of HR initiatives to the bottom line. The HR BalancedScorecard provides the means to monitor workforce indicators, analyze workforce statistics, diagnose workforceissues, calculate the negative financial impact, prescribe solutions, and track improvements. © 2001 JohnWiley & Sons, Inc.