HUMAN RESOURCE MANAGEMENT PRACTICE - Fichier PDF

Human capital management ❚ 43Customer perspectiveHow do customers see us?Financial perspectiveHow do we appear to ourshareholders?Innovation and learning(people) perspectiveCan we continue to improveand add valueInternal perspectiveWhat must we excel at?Figure 2.2The balanced scorecardmethods adopted vary. At Lloyds TSB the balanced scorecard blends a mix of financialmetrics and non-financial indicators to provide a single integrated measure ofperformance that focuses on key indicators, from which a true reflection of organizationperformance can be accomplished. The scorecard thus enables the organizationto focus on a small number of critical measures that create value for the organization.Norwich Union Insurance describes its balanced scorecard as a ‘mechanism forimplementing our strategy and measuring performance against our objectives andcritical success factors to achieve the strategy’. The scorecard is cascaded throughoutthe organization to measure the operational activities that are contributing to theoverall company strategy. The balanced scorecard changes from year to year. Mostrecently, it set out to achieve three goals: positive benefit, staff impacts and financialperformance – in short, service, morale and profits. Previously, the emphasis was