Beruflich Dokumente
Kultur Dokumente
A Strategic Implementation Tool for your Organization, HR Department, Chapter and State Council
10/4/03 NYS Leadership Conference 1
Todays Agenda
Overview of the Balanced Scorecard Why the Balanced Scorecard will help execute strategy Strategy Map and Balanced Scorecard Outcomes Discussion Ideas for scorecards
2
10/4/03
Executing Strategy...
Is the greatest challenge for organizations Vision
- only 5% of workforce gets it!
People
25% of managers have incentives linked to strategy
Management
85% of executive teams spend less than 1 hour/mo discussing strategy
Resource
60% of organizations dont link budgets to strategy
10/4/03
Strategic Execution
Bad execution, not bad strategy is the cause of 70% of CEO failures
Execution is not just tacticsit is a discipline and a system
Source: Execution: The Discipline of Getting Things Done, by Larry Bossidy, and FORTUNE Magazine, Why CEOs Fail
10/4/03
10/4/03
Set target for each goal and re-deploy resources to activities and initiatives to achieve targets
10/4/03
B. Customer
How do we appear to our customers?
C. Internal Process
At what processes must we excel?
10/4/03
Customer
reduce crime, increase community safety, provide economic opportunity , involved parents, chapter resource
Internal Process
promote business mix, streamline customer interaction, effective instructions, nutritious meals, website management
10/4/03
Customer
How do we appear to our Customers? Objectives Measures Targets Initiatives
10/4/03
10
To satisfy our funders and recipients, and achieve our mission, at what processes must we excel?
To achieve our vision, how must our people learn, communicate and work together? The mission, rather than financial/shareholder objectives, drive the organizations strategy
10/4/03
11
Business Unit
Business Unit
Business Unit
Teams
Individual Contributors
10/4/03
12
Financial
Budgeting
Brand Image
Internal Process
Customer Mgmt Deepen Knowledge about customer Attract Retain Grow Relationship
Operational Excellence Admin excellence Network of supplier for Products & services Adaptability
10/4/03
13
Scorecard Information
Perspective: Financial / Customer / Internal Process / Learning&Growth Information Type Strategies Are. High Level Goals Example is Increase Market Share
Objectives
Measures Targets
Initiatives
10/4/03
SPS Strategy and Balanced Scorecard Our vision is to be the leading integrator of communications equipment and services for voice solutions and data networking applications. Our Purpose for Being is to Provide Our Customers with the Finest Communications Value in the Marketplace.
Objectives
Grow Revenue
Improve Profitability
Grow Revenue
Revenue Attainment
Bette Francis
$xx
10 Sites by 11/1/03 MT
Internal Process Excellent Service Exceptional Customer Value Integrity Beyond Reproach
Markets Enhance external Acquire new relationships relationships Grow/broaden existing relationships Customer Profitability Create Awareness
2 Replace/Qtr 5/Quote-Complex
CP MT
Sustaining Our Ability to Change & Grow Organizational Readiness Information is Available Tools to do the job
Human Capital Technical Expertise Employer of Choice Understand the strategy and what needs to be done Great People
B. Francis
N/A
10/4/03
15
Human Resources Mission Statement: The Human Resources Team will lead by example working to build a culture of high-energy, committed professionals who understand that continuous improvement and customer service are primary value competencies integrated into every position while developing SPS as a recognized employer of choice.
Learning & Growth Sustaining Our Ability to Change & Grow Value of the Individual Organizational Integrity Beyond Human Capital Readiness Reproach Technical Expertise Information is Available Employer of Choice Tools to do the job Understand the strategy and what needs to be done Live the SPS Values Great People
Platinum Certification Recertify as Platinum B. Francis Certify Technical Knowledge Increase Certifications Make application to EOC Submit 2 applicationsB. Francis
N/A
10/4/03
16
Sample HR Measures
Lagging Measures Impact of Prior Decisions Budget variance Employee relationship results Executive coaching Employee productivity Cost per hire by job class People expense/Revenues Leading Measures Guide Future Outcomes Employee strategic focus Executive retention Retraining/re-skilling Internal promotion rate Exit Rate of C Players Employee relationship factor
10/4/03
17
10/4/03
18
Keys to Success
Educate your Executive and Teams Devise the right metrics Follow through to completion Start small! Report immediately Dont over measure
10/4/03
19
20
10/4/03
21
What we did in NJ
The Balanced Scorecard Clarified
What we wanted to accomplish What we are not going to do Volunteer roles Resources needed Outcomes expected
10/4/03
22
Source: SHRM
10/4/03
23
10/4/03
24
Messages about the value and contributions of HR to a general business audience, articles/activities/information geared toward the strategic leader
Source: SHRM
10/4/03
25
10/4/03
26
Intended to teach HR professionals about HR fundamentals. It is not to help or educate HR professionals about how to effectively handle day-to-day HR responsibilities or compliance issues.
Source: SHRM
10/4/03
27
(Customer HR Professionals;
and council volunteer leaders (Customer volunteers) Advocating the value of SHRM membership (Customer chapters, all
members, potential, business community, volunteers)
10/4/03
28
Strategy
Chapters
Members current/potential
Volunteers
Business Community
Internal Process
To satisfy our customers, which operational processes must we excel?
Resource To Chapters
Resource To Professionals
Technology
Alignment
Recognition
Knowledge
Financial
To financially sustain our Mission, on what must we focus? 10/4/03
Budgeting
Scorecard Exercise
Perspective: Financial / Customer / Internal Process / Learning&Growth
Circle one
Measures
Targets
Initiatives
10/4/03
Scorecard Exercise
Perspective: Financial / Customer / Internal Process / Learning&Growth Information Type Strategies Objectives Are. High Level Goals Measures of action plans Example is
Measures
Targets
Initiatives
10/4/03
Resources
The Balanced Scorecard, Kaplan & Norton Balanced Scorecard Collaborative, Lincoln, MA, www.bscol.com The Strategy-Focused Organization, Kaplan & Norton www.BetterManagement.com The HR Scorecard, Becker, Huselid, Ulrich Measure Like You Mean It, Michael Hammer The Balanced Scorecard Step By Step: Maximizing Performance and Maintaining Results, Paul R. Niven The Human Resources Scorecard, Measuring the Return on Investment, Jack J. Phillips, Ron D. Stone, Patricia Pulliam Phillips Company Case Studies Networking
10/4/03
32
Questions?
Bette Francis, SPHR Strategic Products & Services 973-656-4607 bfrancis@spscom.com
10/4/03 NYS Leadership Conference 33