Book Description
Introduces a new way of measuring and thinking about the contributions of individuals to business success.
Makes the case that the role of Human Resources is increasingly important, as company assets become more intangible and reliant on intellectual capital.
Provides a framework that focuses on identifying where Human Resources issues are performance drivers--or impediments--to strategy implementation.
Develops a measurement system that provides valid, reliable indicators of Human Resources' contribution to the success of strategy implementation, and ultimately to firmperformance.
Includes recommendations supported by clear and persuasive examples, as well as the authors' unique survey of 2,800 firms.
Customer Reviews:
How to determine the ROI of your organization's human capital.......2006-10-31
I recently re-read this book and have even higher regard for it now than I did I when I first read it soon after it was published in 2001. Becker and Huselid later co-authored The Workforce Scorecard with Richard W. Beatty. With rigor and eloquence, they examine three separate but related challenges: Perspective (with an emphasis on differentiation), Metrics (and their relationship to strategy execution), and Execution (which holds senior executives and line managers accountable for workforce success). They suggest that all organizations which successfully meet these three challenges (i.e. those which "do it right") have these six characteristics in common:
1. HR professionals spend less time on employee performance than they did five years ago
2. The relationship between workforce success and strategy implementation defines the ROI of new HR initiatives.
3. Creating a shared mind-set is not taken for granted.
4. The HR function has a staffing structure that effectively balances the tension between being a strategic partner and delivering efficient and effective HR services.
5. Strategic workforce measures are "owned" and coordinated by a single individual or task force.
6. Senior executives, line managers, and HR professionals consider the results of the measurement system worth the implementation effort.
Although it may seem to some who read this brief commentary that will be of substantial value only to large organizations, I hasten to reassure them that, after appropriate modifications, what Huselid, Becker, and Beatty recommend in The Workforce Scorecard can help any organization (regardless of size or nature) to improve the quality of their strategy execution by developing the right perspective on the contributions of its workforce to its success, and, by developing the right execution strategy to ensure that its managers are ready, willing, and able to use workforce metrics to drive business success.
It is important to keep these points in mind when reading The HR Scorecard and I strongly recommend that, if possible, The Workforce Scorecard be read in combination with it, preferably but not necessarily afterward.
Robert Kaplan and David Norton wrote three articles for Harvard Business Review ("The Balanced Scorecard," "Putting the Scorecard to Work," and "Using the Balanced Scorecard as a Strategic Management System") which led to a series of books in which their insights were developed in even greater depth. According to Norton who wrote the introduction to The HR Scorecard, in the New Economy, human capital is the foundation of value creation and that up to 85% of an organization's value is based on intangible assets. "This presents an interesting dilemma: The asset which is most important is the least understood, least prone to measurement, and, hence least susceptible to management." He goes on to commend the co-authors of The HR Scorecard for three specific contributions: their development of causal models which illustrate the relationship of HR value drivers with business outcomes and thereby take the Balanced Scorecard to the next level of sophistication; their research on the drivers of high-performance organizations to provide a framework to decision-makers with which to formulate and implement strategies for human capital growth; and finally, their insights into the competencies required by HR professionals, competencies which can enabler an organization to deliver on the promise of its measurement system.
In essence, the co-authors of The HR Scorecard identify and explain linkages - indeed the interdependence -- between and among people, strategy, and performance. Only by understanding these linkages and their independence can decision-makers in any organization (regardless of size or nature) accurately measure the nature, value, and impact of human capital on the bottom line.
Moreover, decision-makers can then make much more accurate measurement of each individual in terms of the value she or he adds to the organization and, more importantly, to those on whom that organization depends for revenue. Customers who purchase products, of course, and clients who purchase services but also members who purchase members and benefactors to contribute donations.
Here are two other substantial benefits of establishing and then maintaining a HR scorecard:
1. It can guide and inform hiring decisions which ensure that an organization increases its human capital with those to add new value
2. It can also guide and inform decisions concerning the allocation of tangible resources, especially when there are unexpected major developments (either threatening or promising) in the given organization's competitive marketplace.
When concluding their brilliant volume, the authors observe that while much of the work of an HR scorecard is technical, the delivery of the Scorecard is personal. "It requires that HR professionals design to make a difference, align their work to business strategy, apply the science of research to the art of HR, and commit to learning from constant experimentation. When you create the HR Scorecard, using the approach we describe, you are actually [begin italics] linking HR to firm performance [end italics]. But you will also develop a new perspective on your HR function, practices, and professional development. In measurement terms, the benefits will far outweigh the costs."
I presume to add two concluding suggestions of my own. First, that HR professionals use the Scorecard initially to measure their own performance so they can determine how, as individual executives, they can add greater value to their organization. Next, that all others in senior management also read this book as well as The Workplace Scorecard to increase their own understanding of (a) how and why to link people, strategy, and performance enterprise-wide and (b) how to manage human capital much more effectively (also enterprise-wide) when executing strategy.
A Wealth of Ideas.......2006-05-28
If you're in HR and need to establish measures for the value you add, this book contains a huge array of options for measurement. As a resource for "brainstorming" it's unparalleled.
Where the book breaks down is focus. As Jerry McAdams says, measure many things but reward a few. If HR were honestly to establish and maintain 100 measurements, how could even an airline pilot monitor that many gauges on the the dashboard?
It would have been much better if the authors had said, "These are the half-dozen key, even 'universal' measures of HR value-added." As it is, the reader has to wade through the enormous number of options furnished and hope that they've gotten it right.
Worse yet: with all these measures, HR takes "the easy way out" and suboptimizes, picking only those measures which make HR look good. If measures of self-aggrandizement is all we've accomplished, we've not helped our businesses at all.
We All need it.......2006-05-16
This book should be read by all HR Professionals.
I wont waste your time in reading the review, just order it, and do not hesitate.
I read it twice
This book is rapidly becoming an industry best practice framework.......2006-02-28
It has always been difficult to capture the impact of Human Resources on the company's performance. Unfortunately, most of the measures in use currently do not capture the HR contributions to a company's success. The authors argue that anew approach is necessary. One that captures the vital role that HR plays along with providing real measures that can show what contributions HR is making to the company's success.
This new approach involves reversing the traditional bottom-up method with a more comprehensive top-down approach. The implementation of strategy is the key. The authors submit that a company must develop an assessment system that measures HR contribution to the company's strategies and profitability. The authors developed a seven-step approach to implementing HR's strategic role:
Step 1: Clearly define business strategy
Step 2: Build a business case for HR as a strategic asset
Step 3: Create a strategy map
Step 4: Identify HR deliverables within the strategy map
Step 5: Align HR architecture with HR deliverables
Step 6: Design the strategic HR measurement system
Step 7: Implement management by measurement
In order to create the HR scorecard a company must measure: HR: deliverables, policies, processes, practices, system alignment, and efficiency. This represents one-part of the HR scorecard. Developing the scorecard is one part, implementing the scorecard is the other part. The authors recommend seven guidelines for implementing a scorecard:
· Lead Change
· Create a shared need
· Shape a vision
· Mobilize commitment
· Build enabling systems
· Monitor and demonstrate progress
· Make it last
Workforce Score card.......2006-02-14
The book has built on the key philosophy underlying the earlier book, The HR Scorecard: Linking People, Strategy, and Performance by Brian Becker, Mark Huselid, and Dave Ulrich, which was written with a view to align human resource activities with business strategy. The present book is a follow up of that one. In nutshell, it seeks to introduce a metric system that deals with behaviours, competencies and mindsets and culture necessary for workforce success, as also the way it influences the organizational performance.
The book helps differentiate workforce into various categories which necessitates reliable standards and measures. Developing these will help employees know as to what is expected of them.
The book is undoubtedly a fine contribution towards improving the effectiveness of operations and other managers; it will provide them potent ideas for better delivery of results. It even has the potential of raising the stature of the discipline of strategic HRM. It is well known that HR is presently in an hour of crisis as it has been subjected to tremendous pressure for outsourcing of its activities. The book's hallmark lies in its practical utility to managers. It offers specific guidelines for ensuring that effective measures are identified, accepted and used. The HR managers are bound to give regards for the metrics that have been suggested in this book. It will become one of the widely-read, used and referenced books in the time to come. The book is free from any jargon; yet its conceptualization is powerful. The central line of reasoning flows very well throughout the text. The illustrations and tables are extremely interesting. The book should be an essential reading for line as well as HR managers as they are jointly responsible for executing strategy. All those who are striving to build high-performance organizations must read this book.
Debi S. Saini
MDI, Gurgaon, India
Book Description
Driving strategy through workforce performance In a marketplace fueled by intangible assets, anything less than optimal workforce success can threaten a firm’s survival. Yet in most organizations, employee performance is both poorly managed and underutilized. The Workforce Scorecard argues that current management and human resource practices hinder employees’ ability to contribute to strategic goals. To maximize the power of their workforce, organizations must meet three challenges: view their workforce in terms of contribution rather than cost; replace benchmarking metrics with measures that differentiate levels of strategic impact; and make line managers and HR professionals jointly responsible for executing workforce initiatives. Building on the proven model outlined in their bestselling book The HR Scorecard, Mark Huselid, Brian Becker, and coauthor Richard Beatty show how to create a Workforce Scorecard that identifies and measures the behaviors, competencies, mind-set, and culture required for workforce success and reveals how each dimension impacts the bottom line. Practical and timely, The Workforce Scorecard offers crucial lessons for leveraging human capital to achieve strategic success.
Customer Reviews:
Hard to understand.......2006-11-10
The book has some good information but it assumes you have read the other companion books and can be hard to understand sometimes.
How to increase the ROI of human "capital".......2006-02-26
It is more important now than ever before to measure human performance accurately and consistently, especially given the rapidly increasing use of outsourcing which requires effective supervision of those to whom important tasks are entrusted. Although this book was written primarily for HR executives, I think it can also be of substantial interest and value to other senior-level executives as they are challenged to determine organizational priorities and then to formulate strategies by which to achieve specific objectives. I agree with countless others that is it difficult (if not impossible) to manage what cannot be measured. I am also convinced that appropriate metrics must be selected, and, that primary importance must be placed on measurement of those initiatives on which success (however defined) depends. The authors of this book provide a cohesive, comprehensive, and cost-effective program by which workforce success can be monitored and measured.
According to Huselid, Becker, and Beatty, their analysis "begins by being clear about what we need to know. If we don't know what we need to know, we will never know it. Too often we measure what is easy rather than what is right....Second, knowing a lot about the wrong thing not only is unhelpful, but can be misleading. The Workforce Scorecard points out that not all customers, strategies, or products are equal, [nor are all employees or workforces]...The harsh reality of managing people is that differentiation must occur, with some employees more equal than others." I agree while presuming to add that those who add the greatest value to the given customers are those who add the greatest value to the given employer. This is what the authors have in mind when noting the difference between equity and equality: "Equity means that those who give more will get more; equality means that all will be treated equally."
In this context, I am reminded of Carla O'Dell's discussion of many of these same issues in If Only We Knew What We Know in which she asserts that there are in almost all organizations what she calls "beds of knowledge" which are "hidden resources of intelligence that exist in almost every organization, relatively untapped and unmined." She recommends a number of strategies to "tap into "this hidden asset, capturing it, organizing it, transferring it, and using it to create customer value, operational excellence, and product innovation -- all the while increasing profits and effectiveness." This is precisely what Huselid, Becker, and Beatty have in mind when explaining the importance of identifying and then obtaining the information needed for managing human capital effectively to execute strategy.
I wish it were possible to reproduce within this brief commentary Figure 1.1 (on page 4) and Figure 1.2 (on page 7) which brilliantly illustrate the essential components of "Managing Human Strategy" and "Workforce Success: The Impact of Workforce Strategy on Business Strategy Execution." In fact, all of the Figures which supplement the narrative facilitate and expedite frequent review of the authors' key points after the book has been read.
With rigor and eloquence, Huselid, Becker, and Beatty examine three separate but related Challenges: Perspective (with an emphasis on differentiation), Metrics (and their relationship to strategy execution), and Execution (which holds senior executives and line managers accountable for workforce success). The authors suggest that all organizations which successfully meet these three challenges (i.e. those which "do it right") have these six characteristics in common:
1. HR professionals spend less time on employee performance than they did five years ago
2. The relationship between workforce success and strategy implementation defines the ROI of new HR initiatives.
3. Creating a shared mind-set is not taken for granted.
4. The HR function has a staffing structure that effectively balances the tension between being a strategic partner and delivering efficient and effective HR services.
5. Strategic workforce measures are "owned" and coordinated by a single individual or task force.
6. Senior executives, line managers, and HR professionals consider the results of the measurement system worth the implementation effort.
Although it may seem to some who read this brief commentary that this book will be of substantial value only to large organizations, I hasten to reassure them that, after appropriate modifications, what Huselid, Becker, and Beatty recommend can help any organization (regardless of size or nature) to improve the quality of their strategy execution by developing the right perspective on the contributions of its workforce to its success, and, by developing the right execution strategy to ensure that its managers are ready, willing, and able to use workforce metrics to drive business success.
I presume to add two additional points of my own: First, whatever the given metrics may be, they must be applied consistently so that variances can be identified and then addressed in a timely and effective manner. Otherwise, it will be impossible to measure accurately, for example, the discrepancy (if any) between what is expected of an individual and her or his performance. The same applies to departments, divisions, and business units as well as to the entire enterprise within which they are located. Also, while agreeing that what cannot be measured cannot be managed, I think that some measurements are more important than others. Hence the importance of setting priorities and then adjusting their order of importance when circumstances change.
A must read for every HR and Business Leader........2005-10-27
Workforce Scorecard is an awesome addition to the Strategy collection focussed on HR.
The authors clearly drive home the message that one of the key's to Business success is the focus on HR Strategy and Execution of the same.
Helpful for my conceptual way of doing.......2005-09-01
I have a rather intuïtive, conceptual way of thinking , working and talking. This book helped me to translate my ideas and feelings about wrong and right into a very clear approuch. It will surely help me doing my job as a consultant ! In our bussiness we're already much into BSC en HR-SC. This WF-SC was the missing link for me, when I am helping organisations and leaders to be succesfull in the execution of their strategy.
The only thing that frighten me was the "A"-player, "C"-player logic. I meet to much people that do not feel responsable for their own carreer (employability) ... what must we (organisations, society, coaches ...) do to help these people to become "A"-players again. If they don't feel the need ... no one can help them ! And what if one day, I become a "C"-player ?
Philippe BAILLEUR
HR-Consultant
SD WORX - BELGIUM
Covers both academic principle and the needs of practical reality.......2005-07-04
Two Professors of Human Resource Management at Rutgers University and the Chairman of the Department of Organization and Human Resources of SUNY-Buffalo combine their knowledge in The Workforce Scorecard: Managing Human Capital To Execute Strategy, a guide written especially for business leaders and CEOs looking for a means to accurately assess their human resources and capital. Chapters address how to build an evenhanded and objective "workforce scorecard", the role of line managers, workforce metrics, ideal communication and learning programs for the workforce scorecard, how to focus on the goal of a more productive workplace through expert selection and management of human capital, and much more. A slightly general but solidly written treatise that covers both academic principle and the needs of practical reality.
Book Description
Return on Investment (ROI) remains one of the most challenging and intriguing issues facing human resource development and performance improvement professionals. Drawing on their expertise in developing and implementing ROI programs in human performance and training, Jack J. Phillips, Ph.D., Timothy W. Bothell and G. Lynn Snead demonstrate how you can effectively apply ROI to project management.
Today, almost every industry requires employees to manage multiple projects with competing priorities, critical deadlines, and unexpected interruptionsrendering everyone a project manager in some respect. Most employees feel the pressure of juggling any number of key projects simultaneously. Organizations have responded by investing large amounts of both time and money to improve project management, and most strive to justify the efforts and resources dedicated to improving this goal.
'The Project Management Scorecard' is a welcome relief for anyone managing a project or multiple projects, as well as the trainers, human resource development staff, or supervisors charged with measuring, evaluating, and managing project managers.
Project Management is one of the hottest topics in business management today, affecting nearly every individual in any organization across the globe. Let three HRD experts show you how to apply the hugely popular ROI process to the key organizational issue of successful project management including:
* Project management issues and challenges
* Measuring reaction and satisfaction
* How to calculate and interpret ROI
* Capturing business impact data
* Measuring skill and knowledge changes during the project
* Monitoring the true costs of the project solution
* Converting business measure to monetary values
* Forecasting ROI
The authors' step-by-step approach allows you to begin the ROI process immediately. Start measuring the success of your project management results today.
Three HRD experts show how to apply the hugely popular ROI process to the key organizational issue of successful project management.
Project Management is one of the hottest topics in business management today, affecting nearly every individual in any organization across the globe.
Customer Reviews:
Expectations Exceeded.......2006-07-16
This book has a mundane title but could be titled "Everything you ever wanted to know about project success and then some". The Project Management Scorecard focuses on how to evaluate and measure the success of project management solutions. Given that failed projects are far more common than successful projects, executives are investing more time and money in developing project managers. This book recognizes the challenges in measuring the return on project management investment and provides clarity and techniques on how to overcome this obstacle.
The book is very thorough in its examination of the problems, process, and solutions to measuring project management success. First the authors break down the problem into its component parts, then they take a look at the project management process steps, and finally they present multiple approaches on how to create an effective scorecard and to use it to achieve desired results. The book includes not only straight-forward steps to follow, but also questionnaires and forms that can be easily used. Success stories and case studies are also included to illustrate major points.
Some of the topics include the following:
o Project management issues and challenges
o Changing corporate cultures
o Measuring reaction and satisfaction
o How to calculate and interpret and ROI
o Capturing business impact data
o Measuring skill and knowledge changes during the project
o Monitoring the true costs of the project
o Converting business measure to monetary values
o Forecasting ROI
This book provides a straight-forward approach to setting up and measuring project success. The authors have taken an onerous topic and provided clarity through simple techniques that can be easily adopted. If implemented, the solutions presented should siginificantly contribute to overall organizational success.
Read it and start tailor, or design, own PM tools.......2005-12-10
I love this book! Why?
1. It is written in easy to read style, simple and direct; anyone with minimal PM expertise, culture will understand it
2. It is covering a wide range of tools and possibilities
3. Anyone can start design, or adjust her/his own tools immediately
4. A great refference for future, to come and review it from time to time
5. It is obvious the author has experience in practicing what he is preaching
Begginer PM practitioner will find a lot of good points, easy to catch and study for future.
Experienced PM experts will have an useful guide to improve or design their own PM tools and ideas to adjust their appeoaches and processes. Highly recommended!
How to create a "project management culture" .......2005-11-09
Having read and then reviewed three books co-authored by Robert S. Kaplan and David P. Norton (The Balanced Scorecard, The Strategy-Focused Organization, and Strategy Maps) as well as Paul R. Niven's Balanced Scorecard Step-by-Step, all of which I highly regard, I was especially interested in reading this book which the authors explain how to measure the success of project management solutions.
In the Preface, they assert that, currently, "there is no book that offers a comprehensive, practical presentation on a project management scorecard, using a process that meets the demands of [project managers, clients and senior managers who must approve project budgets, and evaluation researchers who develop, explore, and analyze new processes and techniques]. Most models and representations of the scorecard process ignore, or provide very little insight into, the two key elements essential to developing the scorecard: isolating the effects of project management solutions and converting data to monetary values." Others (notably Kaplan, Norton, and Niven) are far better qualified than I am to verify or dispute that claim. Of greater interest to me is how well organized and written this book is, and, how helpful I believe it will be, at least to project managers as well as to those who must approve project budgets. My Five Star rating speaks for itself.
Phillips, Bothell, and Snead present their material within four Parts: Setting the Stage (e.g. "Project Management Issues and Challenges), The Seven Measures (e.g. "How to Capture Business Impact Data"), Key Issues with the Measures (e.g. "How to Convert Business Measures to Monetary Values"), and Challenges (e.g. "Overcoming Resistance and Barriers to the Project Management Scorecard"). They conclude with an Appendix in which they suggest how to establish an effective project management culture. In it, they identify 16 "Best Practices" and include a brief case study example for each.
What I especially appreciate about this volume is the fact that the authors devote the bulk of their attention to explaining how to implement effectively the various concepts, strategies, and tactics they present. They are also to be commended for concluding each of the 16 chapters with a "Final Thoughts" section. This facilitates a convenient review when a reader wishes to review key points. In fact, I strongly recommend to project managers that they complete such a review at least every 90 days but, preferably, every 30 days throughout their project's duration.
As the authors correctly point out, "One of the greatest challenges is deciding which costs should be included in the project solution cost calculation. For some projects, certain costs are hidden and never included in the cost calculation. Our preference is a conservative one: Account for all costs, both direct and indirect."
There are several major cost categories:
Initial analysis and assessment
Development of solutions
Acquisition of solutions
Implementation and application
Maintenance and monitoring
Administrative support and overhead
Evaluation and reporting
For most projects, the authors recommend this sequence by which to convert data to monetary values:
1. First, define a unit of measure
2. Determine the monetary value of each unit
3. Calculate the change in performance data
4. Determine the annual rate (and amount) of change
5. Calculate the annual value of the improvement
"Costs are important and should be fully loaded in the ROI calculation. From a practical standpoint, some costs may be optional based on an organization's guidelines and philosophy. However, because of the scrutiny involved in the ROI calculations, it is recommended that all costs be included, even if this goes beyond the requirements of the policy."
In this volume, Phillips, Bothell, and Snead offer a wealth of information and counsel which can help achieve the ultimate success of almost any project in almost any organization. That success can then inform and guide efforts to create throughout the same organization a "project management culture."
Essential for PMOs and mature project organizations.......2002-05-12
This book is ROI-focused and integrates the people and process elements of project management with a balanced scorecard approach. One of the authors, Jack J. Phillips, has extensive experience and a large published body of knowledge in the domains of HR, ROI and scorecard development. This book has his touch, and covers the essentials of a mature project organization, what to measure and how to measure it.
The approach is as follows:
1. Measure:
* reaction and satisfaction
* skill and knowledge churn during the project
* implementation and progress metrics throughout the project
2. From the metrics capture:
* business impact data
* ROI
3. Identify both tangible and intangible benefits and apply them to an aggregate 'true cost'.
The book also shows how to translate business metrics to dollar values, build a business case, and communicate status, based on the scorecard, to clients and stakeholders. This is essential for anyone who is setting up or managing a program management office or who wants to improve internal project managment processes. It also provides one of the best methods for communicating status to clients and upper management.
Book Description
Base your business decisions on up-to-the-minute "snapshots" of your company's performance. Because they can be customized to track indicators specific to your organization's success, Performance Scorecards are a busy manager's best resource for quickly aligning strategy and promoting behaviors that lead to desired results. Use them to gauge sales, employee satisfaction, quality-whatever factors most influence your company's progress. You'll be able to make better, more informed decisions, guide and manage shifts in business direction, and keep every employee focused on important business goals. Through their fictional account of manager Vince Sharp's use of the scorecards, Chang and Morgan show readers exactly how the process works. .
Customer Reviews:
Aimed at large orgs who might hire the authors.......2007-03-16
"Performance Scorecards" describes the process by which a fictional large company studies and then improves their system of performance measurement. The company already collects dozens of measurements, so the key challenge is to identify the most important and coordinate the process between departments and up and down the corporate ladder. The hero of this process is "Bob" a consultant who acts as facilitator. After reading this book I think most senior managers would be reluctant to tackle the process without a consultant like Bob. The authors are consultants and I would guess that they wrote this book mainly as a way to get new business.
As president of a company with just 17 employees, I was hoping for something simpler and more concrete. I need a list of useful performance indicators, with tips on how to measure them. This book didn't offer that.
I cannot recommend the book for a small organization. I give the book two stars, instead of one star, because it could be useful to a senior manager in a large company who is contemplating hiring a consultant to help overhaul the company's performance measurement system. The authors might be just the consultants you need.
Great to sell the idea of using Performance Scorecards........2006-03-05
This book acomplishes very well the task of "evangelizing" the use of Performance Scorecard in businesses.
The author used a similar to real life story, to illustrate the concepts behind implementing a Performance Scorecard in a department or division of a fictional company.
The story is well crafted and the reading is smooth and interesting. Tipically you will read in hours. It is a beginners book on the subject.
One point I would make concerning the subject encompassed in this book. The authors use as example a fictional company that already identified well it's mission and strategies, everybody in each position knows well what to do, what they don't know is how to organize their information so as to measure their performance. These definitions are typically the most difficult to make and are at the core of the business problem that may have to be attacked when implementing a Performance Scorecard. These definitions usually are obtained after the company have adopted a formal business strategy and revised it's processes. I think the authors might in the future add some explanation on these topics.
Simply & lucidly: the basics of performance measurement.......2005-03-06
What I like most about this little book is the simplicity and lucidity with which it demonstrates what performance measurement is fundamentally about. Embedded within a fictional but entirely realistic story about one company's discovery of performance measurement, is a straightforward methodology for designing and implementing a performance measurement system. Largely based around the principles of international business excellence models like the Baldrige Framework and the Australian Business Excellence Framework, the book captures some of the more important ideas of effective performance measurement, like linking measures to strategy and to each level of decision making in the organisation, involving people, focusing on trends and using them to make decisions.
It's audience is really those people starting out on their performance measurement journey, and doesn't address the more difficult and detailed aspects that those further along the journey typically struggle with, like more specific approaches to designing measures than brainstorming, the design of cost-effective collection of performance data, the most meaningful analysis and reporting of the data. But it sure does lay the right kind of foundation for a sophisticated organisational performance measurement system. This book is on my list of favourites for this topic.
Concise explanation of a performance management system.......2001-02-24
I've never read a better, more concise explanation of a beginning-to-beginning performance evaluation and management system. In fact, I surprised myself by getting a little wrapped up in the storyline of the fictional case study being used to illustrate the steps in the process.
"Page-turner" isn't a term usually applied to management books, but this one almost deserves it. The actual "story" itself is sometimes almost painful as fiction -- I really wish the authors had consulted a dialogue editor -- but the story acts as a thread to connect the key elements and illustrate some of the issues faced when building performance management systems.
The authors' thesis is that executives and managers spend too much time tracking too many performance indicators, often focusing time on unimportant measures or indicators outside their scope of control. Front-line employees and supervisors are uncertain what they're being measured against, and feel they are powerless to influence quality or efficiency.
The performance scorecards approach can be initiated at any management level. Through a series of data collection and staff meetings, goals, objectives, indicators, and responsibilities can be agreed upon. Each manager, project, and even many employees can have "scorecards" that interlock with everyone else's in the organization, reflecting the interdependencies required for organizational success.
There are six key steps in performance scorecards: Collect, Create, Cultivate, Cascade, Connect, and Confirm.
There are strong team-building aspects to this model. Not only does it stress interdependence, it also fosters decentralization of responsibility, authority, and accountability. Further, it encourages openness about results and how they are expressed and communicated.
The process does depend on a quantitative as well as qualitative expression of indicators and results. This may scare off some service organizations. However, the team-based, consensus approach to determining a way to translate the qualitative to the quantitative minimizes the friction and suspicions of "unfairness" in the process.
The process allows no wiggle room for the employee who says that a particular objective or outcome is not measurable. If it's not measurable, then it shouldn't be an objective, according to the authors.
The authors are consultants, and they stress the importance of a trained facilitator as part of the process. The investment is well worth the outcomes in employee morale as well as productivity and success in fulfilling a mission and being able to demonstrate it. The book contains numerous illustrations, figures, and a few tools to help the narrative explanation of the process.
Finally a Common Sense Approach.......2000-12-29
Outstanding summarizes this book very well! Richard and Mark have a very common sense yet powerful approach in helping organizations link their strategies, processes and people together. This book is very easy to read and difficult to put down. They explain their methodology through the use of an example in which an organization implements the scorecards, walking the reader through each of the six steps in scorecard development. I wish business leaders would read and implement this type of a system, forcing them to look closer at their processes and people and how they tie together to impact business performance. Highly recommend this to anyone for use in business, but could even be applied very well to one's personal life. Thanks guys!!
Book Description
Six Sigma has become a widely recognized strategic tool to improve business performance and profitability. Many books cover basic Six Sigma concepts, but none detail the most critical element of its improvement methodology: performance measurements.
Without a strong grasp of performance metrics, a company can have no clear, quantitative indication of its quality improvement. The
* Provides numerical methods for evaluating a corporation's Six Sigma success (or lack thereof)
* Written by an author with twelve years teaching experience at Motorola University
* Builds on the recognized Business Scorecard approach
Customer Reviews:
The Best Six Sigma Book I've Read.......2006-02-01
I am writing to congratulate you for your outstanding work on the book you have written about the Six Sigma Business Scorecard. I have spent the past week reading it, and I've realized what a fantastic tool it is.
I am a Six Sigma Intern, and I work at Recofarma, a Concentrate Plant of the Coca Cola Company, located in Manaus, Amazonas - Brazil. I was trying to create a Massive Communication Plan for Six Sigma within the company and one of my ideas was to create a Scorecard for Six Sigma, then I looked for related material at Amazon.com and your book appeared on the top of the list. It surely was a great investment.
CEO'S DREAM BOOK FOR MANAGING BUSINESS PROCESSES.......2005-03-19
I have read a few hundred "non-fictional" books over the years for my MBA, for quality, etc, but I have to tell you that this book about the use of balanced scorecards is the best business related book that I have ever read, and I feel that every CEO should completely absorb it to utilize its "pertinent" applications that are applicable to their business processes, thus institutionalizing the process metrics' continual improvement concepts of ISO/TS 16949:2002 and ISO 9001 in all types of firms, including those that are not automotive suppliers!- Bill Cooper, Global Quality Systems Senior Manager, Lear Corporation
A Fresh Look at Contructing the Business Scorecard.......2004-01-06
Finally, a pragmatic approach to developing a Business Scorecard that captures the profitability proposition through periodic measurement of critical performance. The critical thinking used to construct and evaluate each element of the hierachical measurement structure provides a keen insight into the contribution value of each functional area of the business. The concise step-by-step approach in building the overal Business Performance Index provides the guidance necessary for immediate implementation by small or large enterprizes.
Best business book since "The Goal".......2003-12-05
Praveen, I just have to buy you a cup of coffee or a drink one day. I am just finishing your book, "Six Sigma Business Scorecard " and have to say that I haven't been this riveted to a business book since "The Goal". Books like this for me have been far and few between.
Connects the six sigma dots with your own business sense.......2003-12-02
This book connected the dots between my undergrad, mba, six sigma training and 25 years of business sense. Your first reaction might be; why haven't I been tracking and measuring the critical links to growth/profitability more closely? Once I started the book, I couldn't put it down; it was like therapy for the business mind. It breaks through all the mystery and jargon of TQM, ISO 9000 and six sigma, in simple business terms.
Book Description
'The Diversity Scorecard' is designed to provide step-by-step instructions, worksheets and examples to help diversity executives and managers analyze and track the impact of their diversity initiatives to mobilize the organization for strategic culture change. Diversity is not a program; it is a systemic process of organizational change that requires measurement for organizational improvement and success.
Measuring the progress and results of diversity initiatives is a key strategic requirement to demonstrate its contribution to organizational performance. Diversity executives, professionals and managers know they must begin to show how diversity is linked to the bottom-line in hard numbers or they will have difficulty maintaining funds, gaining support, and obtaining resources to generate progress.
Many organizations collect some type of diversity-related data today, even if it focuses only on Affirmative Action statistics. "The Diversity Scorecard" focuses on tools and techniques to make sure diversity professionals are collecting and measuring the right type of data that will help ensure the organization"s success both now and in the future. This book helps the reader spend some time thinking about what they currently measure and adding new measures to a database to track progress towards their diversity vision. The basic premises of this book are that it is important to develop measures that focus on the past, present, and future; and that measures need to consider the needs of the organization"s diverse workforce, its work climate, diverse customers, the community, and shareholders.
Part I of "The Diversity Scorecard" identifies the need for diversity measurement highlighting a business case for diversity and providing an introduction to diversity measurement. Part II of the book outlines the diversity return on investment (DROI) process taking you through step-by-step processes and techniques. Part III teaches you how to use measures in six key categories - Diversity Leadership Commitment, Workforce Profile Representation, Workplace Climate, Learning & Growth, Diverse Customer / Community Partnerships, and Financial Impact - to build a diversity scorecard that is aligned and linked with the business strategy of the organization. Finally, in Part IV, Dr. Hubbard discusses implementation issues involving strategic change procedures and techniques to avoid the pitfalls inherent in a diversity-based cultural transition process.
* Applies the well-known scorecard method to diversity
* Provides a step-by-step approach to measuring the benefits of diversity and converting that into actual dollars
* Supplies tools to identify the key indicators for measurement and how to measure them effectively
Book Description
How do you know that your HR or training department has accomplished its objectives? Using a training scorecard provides a structure for establishing, tracking, compiling, and communicating results. This volume presents case studies that best illustrate how to use and implement training scorecards.
Customer Reviews:
A Winning Score for the Reader.......2003-08-12
This book is a Win for those in the HR and training profession on how to use the scoreboard methods in training. The chapter on the Value of Training Scorecards by Ms Schmidt is a must read. The case studies by those in the field are great examples of how to apply the concepts. This book should be in everyones reference book shelf. Jack Phillips and Lynn Schmidt are a great team in presenting concepts of ROI and value of training scorecards. Thanks to the editors and the contributors for providing this valuable resource. I have many years of experience in training and management development from postions in telecom and computers.
Book Description
In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory.
The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. Continuous improvement, change management, 360 degree feedback, and the learning organization are theories that the TPS makes use of in a very straightforward way. If implemented, the TPS enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication. Nirvana!
* Links the personal scorecard to the organizational scorecard in a clear, straightforward way
* Addresses issues of personal ambition and growth within the context of corporate integrity and the learning organization
* Ties in several popular management concepts in one overarching concept
Customer Reviews:
This is a fascinating concept.......2006-08-13
Dear Dr Rampersad, I completely read your English book - Total Performance Score card. This is a fascinating concept. The processes involved in implementing TPS have been explained very simply using simple language. It is indeed a revolution in thinking to keep the 'integrity' as the core area around which other processes are developed. This is an essential part of any management concept for without integrity and commitment any new initiative is bound to fail. -S. Ramachandran, Human Resources, Ramco Systems Ltd, Chennai, India
Dr. Rampersad's processes bring organizations face-to-face with their own moral fiber.......2006-08-13
"Dr. Rampersad's book is just as timely an exhortation to American business as was In Search of Excellence. In this case, the survival of corporations depends on possessing an integrity that can both fuel their drive for performance
and keep it in check. Such integrity cannot be legislated by government or management. Fortunately, Dr. Rampersad's processes bring organizations face-to-face with their own moral fiber (and many other important issues). He couldn't have come along at a better time." --George Cline, MBA, President, VitalConcern, Tampa, FL
A desperately needed direction that management of organizations should adopt.......2006-08-13
"Total Performance Scorecard is a desperately needed direction that management of organizations should adopt. It stresses the importance and need of developing an organizational structure and philosophy that combines the goals and aspirations of the individual with those of the company. It is a melding process, which results in a corporate culture that is both individually and organizationally driven. The concepts embodied in this management concept
provide solutions to preserving and utilizing individual rights and capabilities while adjusting the organizational structure and philosophy to this new environment." --Edward H. Barker, Professor at University of LaVerne, CA
Ein integriertes Managementsystem.......2006-08-13
Äußerst systematisch aufgebaut, entwickelt Hubert Rampersad in einer stimulierenden und praxisnahen Sprache ein integriertes Managementsystem auf der gedanklichen Basis mehrerer erfolgreicher und äußerst aktueller Managementkonzepte, wie dem der Balanced Scorecard, dem des Total Quality Managements, des Wissens-, Kompetenz- und Performancemangements, des Changemanagements sowie dem der lernenden Organisation." --Professor Dr. Christian Schuchardt, Professor für BWL und Internationales Management an der School of International Business der Hochschule Bremen
A new management instrument that creates value based, ethical acting on a sustainable foundation.......2006-08-13
"Successful companies are High Performance Systems, something that is true today even more than ever. A condition to make these levels of High Performance possible is the alignment of personal and organizational targets and interests, irrespective of company levels or sectors. The Total Performance Scorecard (TPS) is a new management instrument that introduces this alignment and creates value based, ethical acting on a sustainable foundation. Dr. Hubert Rampersad has achieved a large and very important jump forward with the presentation of this concept". Professor Dr. Kuno Rechkemmer, Director DaimlerChrysler, Germany
Book Description
The Personal Balanced Scorecard (PBSC) is a journey into the inner self, where values, hopes, dreams and aspirations lie quietly waiting to be discovered. Taking the journey as an individual allows you to view your life objectively and authentically as a whole person and provides a roadmap of your dreams and aspirations translated into manageable and measurable milestones. As a part of the Total Performance Scorecard (TPS) process which I introduced in 2003 in Total Performance Scorecard: Redefining Management to Achieve Performance with Integrity, and which has been translated into more than 20 languages, the Personal Balanced Scorecard can also be an effective way for managers to coach others to achieve integrity and alignment between work and life. The benefit comes from changing individual behavior in order to drive organizational effectiveness, enhance performance, and increase self-awareness, personal responsibility and motivation. PBSC is an integral part of this organic and holistic Total Performance Scorecard process, which is an organizational and cultural change tool and a method for ongoing effectiveness. Its uniqueness lies in aligning and a combination of Personal and Organizational goals to result in Individual Performance Plans for each employee. The focus of this book is the PBSC portion, which comprises a search for self-knowledge, self-discovery and self-mastery.
Customer Reviews:
Personal Balanced Scorecard provides a roadmap for the organizations of the future.......2006-08-13
Personal Balanced Scorecard provides a roadmap for the organizations of the future! Hubert Rampersad is one of the great thought leaders that is both helping organizations increase effectiveness and helping people have better lives. He is helping make the world a better place, and is one of the few consultants who look at the entire picture - not just a small part. --Marshall Goldsmith, recognized by the American Management Association as one of 50 great thinkers and leaders who have impacted the field of management over the past 80 years. He has appeared in: The Wall Street Journal - as one of the top ten executive educators, Forbes - as one of five most-respected executive coaches and The Economist - as one of the most credible thought leaders in the new era of business.
Personal Balanced Scorecard is excellently on time and on target.......2006-08-13
Personal Balanced Scorecard is excellently on time and on target. It is one
of the first tangible and useable means to provide for a person the
opportunity to create, follow, measure and improve his own agenda. With
PBSC, we start the long way towards a society in which the person will
become the central focus point, with a responsibility that will be larger
than ever before. In a world that will be more complex and tougher than seen
and experienced so far. PBSC will make the current but more so the next
generation better and stronger for the "personal age" that is about to
arrive to all of us.-- Professor Roel Pieper, Chairman Favonius Ventures and
former Vice President of Philips Electronics and Compaq Computer Corp.
A practical guide for helping people turn personal missions into personal improvement actions.......2006-08-12
Personal Balanced Scorecard offers individuals a sense of hope and a pathway
to get there. Ultimately, all change is individual and personal and this
book offers a practical guide for helping people turn personal missions into
personal improvement actions. The frameworks and questions focus attention
on the right issues in the right way. --Dave Ulrich, author HR Value
Proposition, partner The RBL Group, and Professor Ross School of Business,
University of Michigan, USA.
It works.......2006-08-12
In the world of organizational development and organizational change, many
theorists have provided models and guidance on attempting to change the
culture through leadership development and instilling a sense of personal
responsibility in all employees. However, no theorist has provided an
infrastructure such that the process that will change the culture is
embedded in the organization. The Personal Balanced Scorecard process is
integrally linked with organizational goals within individual performance
plans for every employee to ensure change actually occurs and far richer
outcomes are realized. It is critical in this time of globalization to take
advantage of the intelligence of every employee and find ways of engaging
them as a whole human being. We have used the PBSC ourselves and we have
used it with clients and we've seen it work.-- Regina M. Bowden Ph.D. and
Eleanor Lester ABD, Organizational Change Managers, Michigan
an outstanding contribution to the field of self- mastery and personal transformation.......2006-08-11
Personal Balanced Scorecard is an outstanding contribution to the field of
self- mastery and personal transformation. Written from a pragmatic
viewpoint, this book is likely to help set your agenda for a radical shift
from systems-driven change to selfled change. I often ask, if livelihood is
for life, what is life for? Dr. Hubert Rampersad's work explores that
question deeply and comes up with startling answers. ---Professor Debashis
Chatterjee, Head, Centre for Leadership and Human Values, Indian Institute
of Management, Lucknow, India and author of Leading Consciously.
Book Description
Strong leaders are essential to business success, which makes leadership development a business imperative in todays competitive environment. Leaders are needed that can do more than manage - leaders are needed that can make a business great. In addition, there is increasing pressure on organizations to demonstrate the wise investment of development dollars. This requires the effective use of leadership development methods, as well as the ability to demonstrate the success of those methods. The Leadership Scorecard combines an explanation and discussion on best practice leadership development methods and incorporates ROI measurement & evaluation methodology.
· Helps HR practitioners implement & evaluate leadership development programs
· Shows how to communicate and overcome barriers to implementation
· Combines theory and practical case studies to illustrate developing a scorecard approach
Download Description
Strong leaders are essential to business success, which makes leadership development a business imperative in today's competitive environment. Leaders are needed that can do more than manage - leaders are needed that can make a business great. In addition, there is increasing pressure on organizations to demonstrate the wise investment of development dollars. This requires the effective use of leadership development methods, as well as the ability to demonstrate the success of those methods. The Leadership Scorecard combines an explanation and discussion on best practice leadership development methods and incorporates ROI measurement & evaluation methodology. The Leadership Scorecard will be of interest to CEO's, executives, managers and professionals involved in leadership development, coaching and mentoring programs, action learning projects, training and performance improvement.
Books:
- The Human Resources Glossary, Third Edition: The Complete Desk Reference for HR Executives, Managers, and Practitioners
- The Language of Letting Go (Hazelden Meditation Series)
- The Mentor's Guide: Facilitating Effective Learning Relationships
- The Restaurant Managers Handbook: How to Set Up, Operate, and Manage a Financially Successful Food Service Operation
- The Solution-Centric Organization
- The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
- The Toyota Product Development System: Integrating People, Process And Technology
- The Ultimate Question: Driving Good Profits and True Growth
- Total Construction Project Management
- Tropical Modern
Books Index
Books Home
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Strategy & Competition
| Management & Leadership
| Business & Investing
| Subjects
| Books
The Workforce Scorecard: Managing Human Capital To Execute Strategy
The Hr Value Proposition
How to Measure Human Resource Management (3rd Edition)
The Roi of Human Capital: Measuring the Economic Value of Employee Performance
Human Resource Champions
