Balanced Score Card : The HR Perspective

NHRD Network Kochi – Monthly Meet Dec 29th 2010

Hotel Yuvarani Residency,Kochi, Kerala

Balanced Score Card Origin and Evolution…

• Popularized by Dr. Robert Kaplan (Harvard Business School) and Dr. David Norton – 1992 by their HBR article• A performance measurement framework that added strategic non-financial performance measures to traditional financial metrics• To provide a more 'balanced' view of organizational performance.

HR’s Unique Selling Proposition…

• Performance Mgmt Tool / framework

• Measuring Organization/BU’s performance

• Best connect to business / Strategy.

Arbitron India’s attempt…

• Objective – track implementation of strategy and it’s connect with functions /Department (Strategy Map)

• Provide a common framework for measurement

• Implement for Leadership team and stabilize before company wide rollout

• Monthly review meetings• Metrics can be re-visited

HR Challenges for 2010

1. Attract and Retain Talent (Recruitment and Engagement)

2. Improving HR Service Delivery and Efficiency (Processes)

3. Managing significant Organizational Change / Transformation (Integration of new hires)

4. Learning and Development focus

HR BSC – Arbitron IndiaPerspective Goals Goal statement # Key Performance Indicators Freq Source Target

Traffic Light

Green Amber Red

FINANCIAL PERSPECTIVE

G1Ensure that Monthly Forecast to budget is within 10% KPI 1

Monthly Actual expenses/Monthly Forecast as a percentage M Finance 100% ≥10% <10-8% <8%

G2Hire at Optimum cost (To be determined from after data is analysed)

KPI 2Cost per hire (Average) for the year

M Finance  

                     

CUSTOMER PERSPECTIVE

G1

Improve Employee Engagement

KPI 3

1. Pulse sessions every qtr; Action items discussed in Leadership meeting2. ESAT Survey every 2 yrs3. Skip Sessions by Functional Heads every Qtr M HR

1. per Quarter by HR2. 1 in two years3. 1 per quarter by Managers and MD

100% - 0%

G2

Support BoT Transfer and Back-fill Hiring KPI 4

1. Rollout of BoT Offers (end to end Process)2. Complete Bkfill hiring on agreed timelines M LT 1. Jan 2010

2. June 2010

1. Jan 2010

2. June 2010

2. July 2010

2. Aug 2010

G3One out of the box initiative that meets or exceeds stake holder expectation

KPI 5Initiative confirmed with your manager

Y LT 1 1 0 0

G4Implement Retention schemes

KPI 61. Attrition Rate

M HR 10% <=10% >11-14% >15%

                     

INTERNAL PROCESS PERSPECTIVE

G1Maintain ISO standards for all documented processes KPI 7

Score >90% in PCI in auditsM SEPG 90% 90% <90%-

>70% <70%

G2

Do two BCP / DR test using the alternate site identified for this purpose subject to System Services approval.

KPI 8

Report for BCP / DR Test and complete test at 70% acceptance as defined by EPG Qtr SS 2 2 1 0

G3 Maintain robust HR processes KPI 9 1. Ageing of service requests (email / HRIS) M Pulse / 2 days 2 days 3-5 days 10-days

G4Implement Adrenalin HRMS. ESS and MSS philosophy KPI 10

1. Provide options for Employee and Manager Self service M          

G6 Reduce Recruitment lead time KPI 11 Lead time to be between 45-75 days M  HR 75 days 75 days 90 120

                     

LEARNING & GROWHPERSPECTIVE

G1 Succession Planning and leadership Development KPI 12 Successful completion as certified by HR Y HR 100% 100% - 0%

G2Team Growth

KPI 13Perform Performance reviews every half year for all reportees Y HR 2 2 1 0

G3Enusre atleast one member attends the technical training on quality management

KPI 14Successful completion as certified by HR

Y HR 1 1 0 0

G4

Create talent pipeline for growth

KPI 15

1. Engage stakeholders , Campus, Local Organizations 2. Ensure co's participation in Industry meets (CII, IT meet's etc)

Qtr HR        

Next steps…

• Review progress and re-visit metrics – initiated

• Communicate to next level effectively before rollout

• Evaluate use of technology enablers

Questions / thoughts / Comments?

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