BSC Designer – Balanced Scorecard Software

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A strategic performance tool called the Balanced Scorecard can be used by process managers and top management to monitor and track activities of the most critical department, the Human Resource division of an organization in improvising multiple sub processes which also includes the interviewing process.

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An interview is a process wherein applicants get a platform to showcase their talent and expertise to a prospective employer and the employer strives to extract the best expertise with the help of measurable techniques.

Training and Learning for HR Capable training and stable preparation enables the department heads and process managers to sieve out the most result oriented and objective methodologies and procedures to be integrated with the hiring process that can be linked effectively with the interviewing course of action that includes disciplines like team building, communication skills, goal oriented, self starters, loyalty, motivation, analytical skills and lot more that facilitates understanding in short listing the candidatures for future assessments. A Balanced Scorecard allows the management and process chiefs to outline an appropriate approach that provides ample assistance in regulating, assembling and planning a methodical system that is simple to study, implement and manage it efficaciously with consistent appraisal.

The apparent need for training and learning for the recruitment team stems from the fact that knowledge and expertise are the prerequisites of any selection procedure that entails the most important skill of managing people efficiently which makes training immensely imperative for HR personnel. Effective communication skills and proper handling of the applicant at the time of interview stresses over the fact that from an ethical and legal point of view, private space is not infringed upon by any means.

Enhancing the ability of an HR manager to communicate well and express himself suitably in all respects making the interview process concise

The predetermined questions lined up for the interview process enables accomplishment of measurable effects that can be appositely evaluated and help in collecting and managing the extracted information for selection and providing scope for future assessment and making the task easy for the managing team and recruitment team. Moreover, the outlining of recruitment goals in accordance with the business requisites assists in designing the interview plan with considerable ease and scalability.

Enhancing the ability of an HR manager to communicate well and express himself suitably in all respects making the interview process concise and to the point and avoiding any probability of vagueness and ambiguity in terms of communicating the exact essentials of the job requirement, and also keeping in mind listening carefully to the candidate’s expectations and experience so far, making the art of listening a relevant discipline.

In this way, the candidate would be having greater respect and admiration for his prospective leader and inducing a spirit of free flow of ideations and thoughts and greater expression of individualities. The Balanced Scorecard approach enables the HR department to carefully integrate and link diverse aspects and requirements of the recruitment procedure to pull out the most constructive techniques that can be periodically assessed by management and HR process to enhance it further and make the selection procedure more neat and organized.

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An effectual recruitment procedure is the prerequisite for hiring good employees in harmony with the job requirements to make sure the right people are hired for the right position keeping the business interest in mind.

Moreover, the HR team needs to carefully strategize and conduct the hiring process to make sure the most apt candidate is selected and tactfully trained to familiarize with the job intricacies. It is eminently important to understand and follow that any wrong move in the recruitment process can result in inaccurate selection of the employee and lead to considerable wastage of time and energy along with futile consumption of valuable financial and non financial resources in the process.

The Balance Scorecard comes into the picture to prevent occurrence of any such maladies and make the hiring process work optimally towards the designing the most apposite plan that strategically represents the specific job requirement. Moreover, to match the individual skills effectively in perfect association to the parameters required for the job that assures apt usage of their talent and expertise contributing to the organization and its business, which evidently requires a clear understanding of the job requirement and specification and must ensure strong recruitment.

The application of Balanced Scorecard in the recruitment certainly offers rich dividends in terms of goal oriented and motivated employees aspiring to consistently learn and add and improve value in the business as a whole.

Balanced Scorecard and Job Specifications At the time of recruitment, the most important fact to keep into consideration is hiring of a candidate that requires minimum training and learning to work well; and to make sure of this the Balanced Scorecard can be suitably used for grouping the qualities of the candidates and fitting them with the job as per detailed assumption and understanding of their past record, their experiences in similar field and vertical along with their capacity to learn fresh concepts and apply them appropriately with the job synchronizing all the elements of past learning and their willingness to grasp more.

Further, the candidate must have a vision to grow with the organization and excel in process and additionally must aim to add value to procedures and also help process managers to identify measures to provide consistent value to the performance. As soon as such key indicators are identified and clarified, the next step is to rate and short list the job contenders on specific scores including all parameters as explained above to effectively measure and sift the most capable scores that depict the will to learn and adapt and keep a flexible attitude along with stable mindset to take on the job pressure and the most important factor of aptitude and skills of the employee.

The efficacious management of the job position in terms of the right candidates will also ensure that there is no bias or inaccuracy in the interview and selection process that makes the hiring process most effective and constructive and further, optimally using all the deployed resources. The application of Balanced Scorecard in the recruitment certainly offers rich dividends in terms of goal oriented and motivated employees aspiring to consistently learn and add and improve value in the business as a whole.

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In business it is impossible to evaluate any process without adequately measuring it, and is quantifiable in professional terms of money and productivity, and hence in order to analyze business performance we are required to measure the finer aspects which primarily involves the hiring process that needs to be controlled and measured and making the Balanced Scorecard a part of the hiring process enables effectual acquisition and efficient recruitment of the right candidate for the right position by making the HR personnel aware of the BSC mechanism to use and improvise upon the hiring process along with resourceful controlling of the same.

Quantity and Quality of Hiring The foremost focus to be presented is the quantity of the hiring the efficient workforce that enables complete screening of the candidates shortlisted and keeping in close check the actual requirement for the job that fulfills the prerequisites without leaving any scope for under employment or over employment.

Capable workforce are like long term assets that need to be immediately picked after a thorough search and the Balanced scorecard aims towards assisting in selection of such a workforce that prove to be effective contributors to the organization goals.

Furthermore, cautiously assessing the pre-conditions of the job prior to hiring facilitates makes it simple enough to scan through the resumes speedily and sort them as per the skill sets. The Balanced Scorecard can be efficaciously used in the quantity of hiring and carefully weeding out the probabilities of problems in the hiring process with the help of following the set protocol and clearly defined parameters keeping the costs in control too. Further, as quantity, the quality of hiring is also as imperative to follow that enables the organization to sieve through the mass of resumes and candidatures and select the most apt contenders to fill up the job requirement effortlessly.

The available plethora of talent has to be further cropped according to the specific required traits and assess them appositely. The Balanced Scorecard assists the recruitment procedures to select the specific indicators and metrics to direct the performance in the desired measurable manner. Assessing HR Performance Another important factor concerning the hiring process is evaluation of the performance of the recruiting staff to rule out possibilities of any malfunctioning or malevolent activities that may include the possibilities of biased hiring, impulse hiring or even misrepresentation of facts that can prove to be hazardous to the business on the whole and can lead to missing out on suitable and worthy prospects.

Capable workforce are like long term assets that need to be immediately picked after a thorough search and the Balanced scorecard aims towards assisting in selection of such a workforce that prove to be effective contributors to the organization goals.

Overall, the Balanced Scorecard approach systemizes and organizes the recruitment program methodically that integrates the Human Resource strategy and the business strategy seamlessly and alleviates and assists in synchronization of the business objectives with the workforce deliverables that builds a sound base for future growth and excellence. Additionally, the successful application of this tool assures consistency of vision and corresponding action that proceeds towards long term augmentation and enhanced development of inherent competencies within the company to contribute together with the acquired talent.

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A Human Resource Strategy is extracted out of an organization’s business strategy comprising of the long term plans and objectives. The task of goal setting and job defining is directly linked to the view of a company’s overall strategy and ambitions that requires an integrated approach by the process managers to proceed towards building the mainstream plans.

Any organization frames and drafts its strategic objectives through an in-depth analysis of market forces and competition levels which comprise the demand and supply relationship in accordance with new trends and keeping in close check the substitute industries, new entrants and degree of volatility of the competitive levels.

Any company wanting to have a competitive edge and advantage in the market over its rivals carefully needs to identify and define the elementary factors of market like prices, quality and supply etc. Moreover, a cautious analysis of these factors is imperative to build them in accordance with the company long term plans and market demands and follow it up with avidly defending them basis the customer demand and organization competence. An HR strategy is required to work correspondingly to the management visions and broad strategies and facilitate team work on the same lines.

The Balanced Scorecard is an approach to reckon with taking considering the long term beneficial value and closely follow the Pareto Principle which states that for numerous events

HR Strategy Elements

An HR Balanced Scorecard aims to integrate itself in the company business strategy and workforce performance to extract the most apt results to quantitatively measure the overall success. Kaplan and Norton identified and described four major perspectives representing the major elements of an organization as already discussed above keeping in close check the balanced view of any organization and its core areas of expertise and production. Management and workforce must devise ways to adapt to the Scorecard approach and its success largely depends upon the measures agreed upon and how they are executed in the business process.

Primarily, the Human Resource team must aim at hiring of effectual and goal oriented staff that represent self-reliance and are self starters in all aspects, willing to work hard and self motivated. However, it is imperative to note that keeping only the financial facet in focus might lead to over investment in hiring of workforce and neglecting the long term value creation goals that facilitate future growth.

Applying the BSC in Human Resource management gives a holistic approach as it centers on the most functional and essential components that garner maximum results.

Incentive based plans and apposite remuneration provides a platform to the workforce to give in their best foot forward and contribute to organizational growth and excellence, besides precisely counting on the vital financial components and keeping recessional symptoms in check. Many a times it is seen that process managers and finance heads consider the employee benefits and compensation as a major chunk of operational expenditure and the same is presented in corporate meetings and discussions as well, cautiously hinting at cutting down expenses and developing stricter norms for incentive plans of the employees, which is undesirable as competent and loyal employees are an asset for any organization that require to be carefully fostered and cared for owing to their contribution to business success and growth.

Furthermore, the HR management must strive to develop and generate learning elements and knowledge sharing and effectively cascade the business objectives to the employees and provide a concrete framework to plan and organize the deliverables of the workforce to help them envision the business goals and strategies and their influence on the Key Performance Indicators. Inducing training modules and interactive information sharing sessions will help in employee orientation and help them focus. These training gatherings help the HR management to identify and work upon the desired metrics and improvise upon process efficiency and moreover, perform accurate recognition and blending of efficiency and effectiveness of the performance measures to provide a well balanced view of the process and functioning of human capital.

Another important consideration to ponder upon is encouraging the workforce to boost their motivation and ignite the sparks of creativity to enhance their performance and work towards greater job satisfaction. A balanced scorecard aims to effectually link the HR strategy, workforce performance and business objectives together and suitably evaluate them to an extent to see which combination works best and adds value to the business process. The employee skills, aptitude, knowledge base and demeanor needs to be carefully assessed and duly appraised in terms of productivity and quality of the output and further develop process measures to encourage and acknowledge the workforce efforts and strive to consistently develop them so that they continue to add value to the business and organizational competitiveness as a whole.

Value addition and increasing revenue investment per employee can prove immensely instrumental in enhancing the work performance and boosting employee morale in extracting superlative work and contributing substantial value to the organization and improvise the quality of their strategy execution and develop the right perspective towards the workforce and its causative to the business success and use the workforce metrics to drive the success process consistently for long term growth. The decision makers can measure the individual performances in terms of value added to the organization and majorly focus on those upon which the organization depends for revenue.

The Balanced Scorecard is an approach to reckon with taking considering the long term beneficial value and closely follow the Pareto Principle which states that for numerous events; eighty percent of the effects and consequences come from twenty percent of the causes, which are mainly the Key Performance Indicators. The BSC links all the organizational business units into a more coherent and cohesive entity while consistently following the individual and departmental performances which are closely integrated and the Balanced Scorecard aims to synergize and synchronize the working of all components whether tangible or intangible for organization benefit.

The application of a BSC garners measureable results that can be linked with the HR strategies and Business goals and induce procedural working aiming towards maximum success and greater integration of modules that are involved in linking the two.

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Since Human Resources are the most critical of any organizations resource, effectual selection of manpower becomes an imperative but cautious process, choosing the right candidate for the job at hand; as any erroneous and hasty decision will jeopardize the organization’s growth prospects and long term strategic improvement. Defining the job profile carefully and analyzing the potential candidate’s qualifications and abilities and completely scanning their aptitudes for coherent placement.

A well sketched system of recruitment coupled with an equally trained staff garners promising results in terms of hiring competent intangible resources that contribute in business excellence and enhanced productivity.

The process of strategic management is conducted most efficaciously by organizations for planning and achieving long term goals through vigilantly and implementing cross functional decisions that specify and clearly depict the business vision and ambitions in the form of processes and projects and programs; allocating resources to execute the said programs. Here is where the role of Balanced Scorecard comes in tracking, evaluating and assessing the performance of resources and their timely progress.

A transparent relationship between the manager and the team facilitates optimum interaction and efficient working

This is a consistent process that many organizations follow and adapt to keeping a close check on competition and market forces and performs re-evaluation of these strategies at periodic intervals.

This premeditated process is initiated with the help of a productive taskforce that performs in accordance to the company objectives and long term goals that garner measurable results. The vision of Human resource team is to produce a staff of support functions that works as per the planned management objectives and facilitates extensive workforce planning and looks forward to achievement of benchmarks by the team and compensate them accordingly, along with inducing monetary and non-monetary compensation to employees performing better.

Market competition thrives on any organization’s taskforce performance and intensive strategizing in terms of productivity and quality standards keeping the budgetary concerns in mind, which is quite a challenge for any business. Organizations that are savoir-faire enough in the terms of correct perception of market forces and customer demands along with technological advancement can determine their ability to motivate their employees to perform and exceed expectations. Motivation is the key to inspire the workforce to go forward that extra mile and go beyond the monetary incentives towards recognition and effort acknowledgement to rise over and above the standard performance and deliver extraordinary results.

A transparent relationship between the manager and the team facilitates optimum interaction and efficient working, fully exploiting their abilities and talents and giving a sense of ownership and inducing a spirit of participation and onus taking in the processes and giving their hundred percent; thereby initiating a feeling of contribution that their opinion and complicity matters. Consistent attempts to improvise employee commitment with the help of evenhanded rewards and recognition and making the working and interaction process that oozes positivity and clarity amongst all. Maslow’s Hierarchy of needs can be integrated with the working processes mainly with the last two components of self actualization and self esteem to extract consistently impressive performances from the workforce and building long term loyalties, keeping in line constant challenges and appraisals.

Balanced Scorecard and Workforce Management

The process of strategic management is conducted most efficaciously by organizations for planning and achieving long term goals through vigilantly and implementing cross functional decisions that specify and clearly depict the business vision and ambitions in the form of processes and projects and programs; allocating resources to execute the said programs. Here is where the role of Balanced Scorecard comes in tracking, evaluating and assessing the performance of resources and their timely progress.

This is a consistent process that many organizations follow and adapt to keeping a close check on competition and market forces and performs re-evaluation of these strategies at periodic intervals.
This premeditated process is initiated with the help of a productive taskforce that performs in accordance to the company objectives and long term goals that garner measurable results. The vision of Human resource team is to produce a staff of support functions that works as per the planned management objectives and facilitates extensive workforce planning and looks forward to achievement of benchmarks by the team and compensate them accordingly, along with inducing monetary and non-monetary compensation to employees performing better.

Market competition thrives on any organization’s taskforce performance and intensive strategizing in terms of productivity and quality standards keeping the budgetary concerns in mind, which is quite a challenge for any business. Organizations that are savoir-faire enough in the terms of correct perception of market forces and customer demands along with technological advancement can determine their ability to motivate their employees to perform and exceed expectations. Motivation is the key to inspire the workforce to go forward that extra mile and go beyond the monetary incentives towards recognition and effort acknowledgement to rise over and above the standard performance and deliver extraordinary results.

A transparent relationship between the manager and the team facilitates optimum interaction and efficient working, fully exploiting their abilities and talents and giving a sense of ownership and inducing a spirit of participation and onus taking in the processes and giving their hundred percent; thereby initiating a feeling of contribution that their opinion and complicity matters. Consistent attempts to improvise employee commitment with the help of evenhanded rewards and recognition and making the working and interaction process that oozes positivity and clarity amongst all. Maslow’s Hierarchy of needs can be integrated with the working processes mainly with the last two components of self actualization and self esteem to extract consistently impressive performances from the workforce and building long term loyalties, keeping in line constant challenges and appraisals.

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Every business organization aims to enhance it performance levels and shift the focus to the information era of competition and provide greater value to its stakeholders. The concept of Balanced Scorecard (BSC) emerged from such requirements, a performance management instrument that can be integrated into the working of the business processes and used effectually for executing and monitoring of tasks by the workforce.

Since time immemorial, management experts have performed various studies and researches in this field and an independent management consultant Mr. Art Schneiderman led the rest of the specialists in deriving the very first Balanced Scorecard in the year of 1987, followed strategically by the celebrated duo, Robert S. Kaplan and David P. Norton who identified and defined the major perspectives representing an organization’s aspects, that were:

1.    Financial perspective
2.    Customer perspective
3.    Internal Business perspective
4.    Innovation and Learning perspective

The Human Resources is one of the most critical components of an organization taking the onus of accelerating the productivity and effective usage of human capital in the organizational procedures. Human resource practices have a direct correlation with the organization’s performance and require successful integration with the organizational goals to prudently apply the theoretical concepts with practical connotations. HR elements can have some major areas of significance involving employee accountability, scalable administration, recruitment and retention aspects and many more.

A balanced scorecard acts as a link between management perspective and HR activities to achieve long term vision of top management.

The widely used HR metrics are inclusive of job satisfaction and related periodical feedback sessions with the immediate supervisor and HR coordinator; furthermore, employee turnover is another major facet that entails the cost to company, the cost of new hiring to fill in along with new recruitments, followed by valuable training and development methodologies to augment working and on the job learning modules. Overall, the Human Resource assessment of such metrics infers transferring of these intangible inputs into tactical values holding value and scope for betterment, which in turn leads to efficacious reference of data and information and further link the Human Resource policies with the management vision.

The Balanced Scorecard has been successfully integrated with the chief Human Resource functionalities comprising the recruitment process which is the most critical of all as the future of the business performance is dependent on effective recruitment of the right people for the right positions to deliver the right performance at the right time.
Moreover, amplifying the execution of the goal sheet objectives and transforming them into measurable results ensures the prosperity of any business in the volatile market scenario. Likewise, the training possibilities must be explored to the fullest to extract the best out of the workforce and offer growth opportunities keeping in mind the business goals. Honing employee skills certainly broadens the compass of working simultaneously keeping up the motivational levels and morale to the optimum intensity.

The performance stimulus can include monetary as well as non-monetary benefits to the limit of extending growth prospects to the deserving employees, correspondingly checking the internal factors like the incoming challenges and control prospects. The leadership aspect encompasses the alliance between the process managers and the vital success factors that contribute to the business ambitions under the direction of the management superiors.

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Practical aspects of using Balanced Scorecard for HR

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The document reviews different aspects of using Balanced Scorecard for HR unit of company. How to control and improve hire process, how to manage candidates, how to improve interview with BSC, how to control and improve training.

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HR and BSC in Company Strategy

1. Company strategy with Balanced Scorecard
2. Achieve its strategic HR goals
3. HR strategy in a form of Balanced Scorecard

Practical usage of Balanced Scorecard for HR
4.1. How to control and improve hire process with Balanced Scorecard
4.2. Better management of position’s candidates with balanced scorecard
4.3. Better interview with balanced scorecard
4.4. How to control and improve training process with balanced scorecard
4.5. How to evaluate current state of employee with Balanced Scorecard
4.6. How to control processes of employees’ promotion a compensation with Balanced Scorecard

Design Balanced Scorecard for HR
5.1. Step by step guide on how to design HR Scorecard
5.2. Do-It-Yourself with Microsoft Excel
5.3. Do-It-Yourself with BSC Designer
5.4. Trainer scorecard: Do-It-Yourself with Microsoft Excel

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