Order Description
2 Discussions (Part 1 & 2)
Week 3
(Readings and resources below and NO running head is needed)
Below are 2 discussions for the same week that expand on each other; I have added the Linkage Map that was done to use in Part 2 below (and will also attach it)
HR Scorecard (Part 1)
The course resources discuss a number of important benefits from utilizing an HR Scorecard, including controlling cost and creating value. Continuous management of the HR Scorecard will help everyone appreciate the organization’s focus on strategy. In addition, it will aid in employees being knowledgeable in how HR related activities meet the organizational strategy. Keep in mind that organizations are dynamic, and if the organization’s performance drivers change, the HR Scorecard may have to shift as well. In other words, the Scorecard is never concrete. The HR Scorecard encourages flexibility and changes that are often needed to meet the organizational pressures. In fact, many times HR will lead that effort by creating a new program or process to meet particular pressures.
For this Discussion, you will provide a balanced critique of the usefulness of an HR Scorecard. Using the organization Wells Fargo you previously identified, answer the following as if you were developing HR-driven metrics. For this Discussion, you will use an HR Scorecard approach.
________________________________________
With these thoughts in mind:
Post a cohesive and scholarly response based on your readings and research this week that addresses the following:
• Discuss the benefits of using an HR Scorecard for organizational performance measurement.
• Review the competitive advantages that might result from using an HR Scorecard.
• Discuss at least two challenges you may encounter when implementing an HR Scorecard.
• Based on the challenges you have identified, propose a strategy for minimizing these challenges.
• Explain what might be included in your HR Scorecard objectives in regards to the following four dimensions: HR deliverables, high-performance work system, HR system alignment, and HR efficiency measures.
HR Linkage Model (Part 2)
Last week, you created a preliminary linkage map in the Discussion that tells that “story” of the HR performance drivers that would be important to the success of the organization’s strategy (NOTE: I HAVE INPUT THIS LINKAGE MAP ON THE LAST PAGE FOR REFERENCE). Based on your preliminary linkage map and the HR Scorecard objectives (IN PART 1’s ASSIGNMENT ABOVE) you identified in Discussion 1 (HR deliverables, high-performance work system, HR system alignment, and HR efficiency measures), respond to the following Discussion.
Please Note: You may use Microsoft Visio, Microsoft Word, or hand-drawn linkage model scanned into a PDF document.
________________________________________
With these thoughts in mind:
Post a cohesive and scholarly response based on your readings and research this week that addresses the following:
•
• Construct an HR linkage model (similar to Figure 3-4 in your course text) for your chosen organization, expanded from Week 2.
•
• Be sure to include 1-2 of your own chosen measures, as well as 2–3 categories listed in your course text (financial, customer, operations, and strategic).
•
• Your model should demonstrate a clear connection between at least two HR drivers (objectives) and both the organizational and strategic business unit levels.
•
• Be specific, and provide examples with references to the literature.
Required Resources
Course Text
• The HR Scorecard, Linking People, Strategy, and Performance
o Chapter 3, “Creating an HR Scorecard”
In Chapter 3, the authors discuss the process for developing the HR Scorecard, building on the material that you reviewed in Chapter 2. Benefits of the HR Scorecard are reviewed, as is the dynamic nature of measurement.
Articles
• Anand, S. (2007, October 31). How to develop an HR scorecard. Gulf News, 1. Retrieved from the Walden Library using the ProQuest Newsstand database:
https://gulfnews.com/business/opinion/how-to-develop-an-hr-scorecard-1.208496
In this article, the author discusses how to develop the HR Scorecard. This is another discussion about the HR Scorecard, to supplement your reading of Chapter 3 of your course text.
• Lawler, E. E., III, Jamrog, J., & Boudreau, J. (2011). Shining light on the HR profession. HRMagazine, 56(2), 38–41. Retrieved from the Walden Library using the ABI/INFORM Global database: https://web.ebscohost.com.ezp.waldenulibrary.org/bsi/detail sid=209c1eec-83c3-442a-8076-58d54224daa8%40sessionmgr110&vid=1&hid=110&bdata=JnNpdGU9YnNpLWxpdmU%3d#db=bth&AN=58521148
Because the HR function is considered a support function, it can be vulnerable during difficult times. In this article, the authors discuss the results of a 2010 survey that suggests that the HR function has in fact improved its strategic position in many organizations.
• Schneider, C. (2006). The new human-capital metrics. CFO Magazine, 22(3), 22–27. Retrieved from the Walden Library using the LexisNexis® Academic database:
https://web.ebscohost.com.ezp.waldenulibrary.org/bsi/detail sid=0df01ea1-165c-49e6-b29d-291159470f8a%40sessionmgr110&vid=1&hid=110&bdata=JnNpdGU9YnNpLWxpdmU%3d#db=bth&AN=19868966
Although dated, this article focuses on some specific companies making interesting changes using HR metrics to guide them.
Optional Resources
Web Resources
• Microsoft. (2011). Visio 2010: Visio Viewer. Retrieved from https://www.microsoft.com/en-us/download/details.aspx displaylang=en&id=21701
Linkage Map
Linkage map on the success of the organization’s strategy
Financial Maximization of the Organizational Value
Revenue Growth Strategy Productivity Strategy Asset Utilization Strategy
Tasks for accomplishment
Customer Addition & Retention of
High-Value
Customers
Increasing the
Revenue per
Customer Reducing the Cost
per Customer
Internal Customer
Management
Leadership
Innovation &
Commercialization
Leadership Internal
Operations
Excellence Effective
Governance
& Control Perception;
Public
Relations How we are going to accomplish the tasks
Learning & Growth Human Capital
(Staff capabilities)
Information Capital
(Technology infrastructure) Organization Capital
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