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The HR Balanced Scorecard is the measurement tool. It provides the management with a tool and a process to measure the performance of people practices and the HR function from multiple perspectives:

1. Strategic Perspective
2. Operational Perspective
3. Financial Perspective
4. Customer Perspective


1. Strategic Perspective:

The results of strategic initiatives managed by the HR group. The strategic perspective focuses on the measurement of the effectiveness of major strategy-linked people goals. For instance, the business strategy called for major organizational change programs as the business faced major restructuring and multiple mergers and acquisitions. In this context, the organization’s change management capability will be a key factor in the success or failure of its execution. Therefore, measuring the ability of the business to manage change effectively is the core measure of the effectiveness of HR and will be a key strategic contribution to the future success of the business.

Examples

-Change management capability of the organization
-Organization compensation and benefit package with respect market rate.
-Organization culture survey
-HR BUDGET / ACTUAL
-HR COSTS BENCHMARK EXTERNALLY
-HR annual resource plan.
-s****s/ competency level etc…

2. Operational Perspective:

The operational tasks at which HR must excel. This piece of the Balanced Scorecard provides answers to queries about the effectiveness and efficiency in running HR processes that are vital to the organization. Examples include measuring HR processes in terms of cost, quality and cycle time such as time to fill vacancies.

Examples

-time taken to fill vacancies
-cost per recruitment promotions
-absenteeism by job category
-accident costs
-accident safety ratings
-training cost per employee
-training hours per employee
-average employee tenure in the company
-lost time due to injuries
-no. of recruiting advertising programs
-no. of employees put through training.
-Turnover rate
-attrition rate
etc




3. Financial Perspective

This perspective tries to answer questions relating to the financial measures that demonstrate how people and the HR function add value to the organization. This might include arriving at the value of the human assets and total people expenses for the company. HR

Examples

-compensation and benefits per employee
-sales per employee
-profit per employee
-cost of injuries
-HR expenses per employee
-turnover cost
-employee '' workers compensation costs'' etc


4.Customer Perspective:

This focuses on the effectiveness of HR from the internal customer viewpoint. Are the customers of HR satisfied with their service; are service level agreements met; do the customers think they can get better service elsewhere? Conducting an HR customer survey might typically arrive at this.

Examples

-Employee perception of the HRM
-employee perception of the company, as an employer
-customer/market perception of the company, as an employer. Etc



All four components of the scorecard are used to define and measure the effectiveness of people-management activities and how the HR function executes them. This provides a strategic measurement and management process to show the connection between a company’s business strategies and goals and its HR strategies, activities, and results. The Balanced Scorecard can provide an ideal approach to measure the contribution that human resource management makes to business success.

With the HR Balanced Scorecard in place, it can assist organizations to easily monitor the workforce indicators that are key to their business success. Such solutions enhance HR’s ability to provide counsel to line management and deliver results that make a difference to the achievement of their goals and strategy and thereby to shareholders.
The apparent and inherent values that the HR Balanced Scorecard brings include:
Measurement provides the data and facts to support business decisions, giving credibility to HR recommendations and initiatives;
Collecting and using data to make decisionsregarding retaining and motivating the
workforce, giving the organization a competitive advantage in the marketplace;
The right mix of lead and lag measures helps the business assess its strategic
alignment and progress towards its objectives;
HR will be proactive in identifying potential improvements and bringing suggestions
to the business that improve bottom-line results; and
A business and linked measurement framework focuses activity on those tasks
that contribute to organizational success. This process lifts the role of HR from being viewed purely as a cost centre to that as strategic business partner.



HERE ARE SOME PROBABLE HR METRICS IN COMPENSATION ONLY

1.ANNUAL TOTAL COMPENSATION INCREASE RATE [%] [this year vs last year]
2.ANNUAL TURNOVER RATE.[this year v s last year]
3.COMPENSATION &BENEFITS AS A % OF SALES.
4.COMPENSATION & BENEFITS AS A % OF OPERATING EXPENSES.
5.COMPENSATION & BENEFITS PER EMPLOYEE [ this year vs last year]
6.COMPENSATION & BENEFITS COMPETITIVENESS INDEX.
7.INCENTIVE PAYMENT AS A % OF TOTAL COMPENSATION & BENEFITS.
8.BENEFITS SPEND AS A % OF TOTAL COMPENSATION & BENEFITS
9.COMPENSATION & BENEFITS BY LEVELS OF STAFF
-senior mgnt/ executives/middle mgnt/ junior mgnt/supervisors/staff etc.
10.NEW COMERS COMPENSATION & BENEFITS AGAINST TOTAL FOR THE YEAR.
11.% OF EMPLOYEES SATISFIED WITH CURRENT SYSTEM [ SURVEY ]
12.MEDICAL BENEFITS EXPENSES TOTAL [ THIS YEAR VS LAST YEAR]
13.MEDICAL BENEFITS EXPENSES PER EMPLOYEE.

================================================== ===

HERE ARE SOME STANDARDS METRICS


1 HR UTILIZATION % TOTAL PAYROLL $ / TOTAL SALES $

2. HR PRODUCTIVITY % TOTAL EMPLOYMENT COST $/TOTAL
PRODUCTION VOLUME IN $ X 100

3. HR BUDGET % ACTUAL $ / BUDGET $ X 100

4'. ACCIDENT COSTS % CURRENT ACTUAL $ / LAST YEAR $ X 100

5'. ACCIDENT SAFETY % CURRENT ACTUAL $ / LAST YEAR $ X 100
RATINGS

6'. EMPLOYEE % EMPLOYEE BENEFITS $ / TOTAL PAYROLL $ X100
BENEFITS

EMPLOYEE BENEFITS $ /TOTAL SALES $ X 100


7'. HR BUDGET % ACTUAL HR EXPENSES $ / TOTAL SALES $ X 100
sales effectiveness

8'. HR EXPENSES $ TOTAL HR EXPENSES $ / TOTAL NO. OF EMPLOYEES
per head

9'. HR EXPENSES % HR EXPENSES $ / TOTAL EXPENSES $ X 100
cost effectivenss

10'. NO.OF COURSES % ACTUAL CONDUCTED / PLANNED X 100
CONDUCTED

11. NO. OF SAFETY % ACTUAL CONDUCTED / PLANNED X 100
training programs

12. TRAINING DAYS % ACTUAL TRAINING DAYS / PLANNED X 100
EFFECTIVENESS

13. EMPLOYEES % ACTUAL TAKING PART / PLANNED X 100
involvement in train

14. SICK DAYS nos. TOTAL SICKDAYS TAKEN/ TOTAL EMPLOYEES
managemeent effectiveness

15. STAFF orientation % NO. OF NEW STAFF LEAVING IN THREE MONTHS/
EFFECTIVENESS TOTAL NO. OF NEW STAFF ORIENTED
X 100


16. TIME TO FILL AN NO.DAYS TOTAL NO OF DAYS / TOTAL NO positions filled
OPEN POSITION


17. TURNOVER BY % TURNOVER / TOTAL RECRUITMENTS X100
RECRUITING source
BY EACH SOURCE


18. TURNOVER BY % TURNOVER / TOTAL EMPLOYEES BY EACH
EACH JOB CATEGORY
CATEGORY X 100


19. WORKERS % ACTUAL $ / PLANNED BUDGET $ X 100
çompensation costs


20. HR STAFFING NO. TOTAL HR STAFF / TOTAL EMPLOYEES
EFFICIENCY



NOW YOU SHOULD WORK OUT YOUR KRAs, based on your training coordinator's
job description
================================================== =============== =======
KRA 1
*DELIVER INSTRUCTIONS TO NEW HIRES [ kpi = how many new hires trained]in 12 months.

KRA 2
*PLANS/ IMPLEMENTS STAFF TRAINING PROGRAMS[kpi = how many programs vs planned]in 12 months

KRA 3
*CONDUCT CONTINUING EDUCATION PROGRAMS [ kpi =how many programs conducted]in 12 months.

KRA 4
*CONDUCT SPECIAL SPECIFIC TRAINING PROGRAMS [ kpi =how many programs conducted]in 12 months.

KRA 5
*training administrative work such as tracking of new materials, timekeeping, and other administrative tasks as required in a timely and accurate manner. [ QUALITY RATINGS against STANDARD CRITERIA.]

KRA 6
*Facilitate transition of new hire from training to work environment, ensuring competency levels are sufficient. [ QUALITY RATINGS
against STANDARD CRITERIA]

KRA 7
*Create, Develop,Support and participate in continuous improvement initiatives.[kpi=how many in 12 months]

KRA 8
*Evaluation of training impact on organization effectiveness
[ kpi = QUALITY RATINGS against STANDARD CRITERIA]


HERE IS A BROAD GUIDELINES OF A TYPICAL SOFTWARE ENGINEER.
SINCE THE SOFTWARE ENGINEERS MOSTLY WORK ON PROJECTS,
THE TYPICAL KRAs WOULD CHANGE. FOR YOUR PURPOSE , YOU MAY
MODIFY/CHANGE AS REQUIRED BUT RESTRICT KRAs TO MAXIMUM 7.


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KRA 1
. Be responsible for the overall software engineering of the project including providing overall direction to others / partners.


Establish project plans including timelines and resources required for the project.
§ Monitor progress; address any issues across the project interfaces, ensuring that project deliverables and milestones are achieved.
§ Engage and provide direction as necessary to others , contractors or technical experts and manage related contracts and terms of appointment according to the relevant guidelines.
§ Provide regular project reports to the management
§ Facilitate the ongoing assessment of commitments and regular strategic reviews .

KRA 2

. Develop and support the software engineering project methodology of the project

§ Investigate, select, implement and maintain an appropriate software engineering project methodology across the complete project.
§ Ensure that appropriate software engineers, or consultants are engaged as required.
§ Select, develop as required, plus maintain software coding standards, plus full documentation.
§ Adapt software engineering industrial standards to:data collection/data analysis/security/
storage/data visualization etc
§ Ensure that all software engineering deliverables and milestones are achieved.


KRA 3

Manage the development , through implementing production standards, robust and ruggedised development processes

§ Manage all aspects of the process related to the development and production of the system.
§ Be responsible for implementing production procedures, including reliability testing, error handling, user interface, pilot releases, plus full documentation.
§ Plan, execute, monitor and manage thorough user/usability testing and feedback .


KRA 4

Establish links and working relationships with OTHER departments.

§ Establish vital links and understand the requirements of the diverse areas.
§ Apply proven software engineering techniques and solutions to achieve the objectives.
§ Act as a major channel for feedback communication, plus take into account this feedback in determining priorities for practical outcomes of the project.

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KRA 5

Manage a team of project staff.
§ Establish a staffing strategy to deliver the specific project objectives in consultation with the management.
§ Recruit and appoint project staff and technical consultants as required following appropriate procedures.
§ Develop a clear project plan and communicate that with the project staff through an intensive induction process.
§ Provide technical and operational guidance to the project as necessary.
§ Assist staff to work through project impediments in a prompt manner.



KRA 6


Manage effective communication with TEAM members

§ Liaise with Management members, partners, technical advisors/consultants.
§ Be responsible for:
o relevant conference presentations and publications.
o dissemination of selected information to ALL CONCERNED.