The Workforce Scorecard

(13600)

Managing Human Capital to Execute Strategy
Mark Huselid, Brian Becker & Richard Beatty

Corporate success today is fueled more and more by the performance of intangible assets. The most important of these intangibles is usually a firm’s workforce. Many times, the workforce is a business’s largest under-performing asset and the area where the greatest gains in competitive performance can be generated.

To maximize the contribution of its workforce, a firm must meet three challenges:

1. The Perspective Challenge — To view the workforce in terms of potential contribution rather than as a cost to be minimized.
2. The Metrics Challenge — To replace conventional benchmarking metrics with measures that will differntiate improvement.
3. The Execution Challenge — To hold both line managers and HR staff jointly responsible for workforce quality and performance.

In practical terms, this means companies don’t just need one strategy but actually require three strategies and three corresponding scorecards to measure the success of each of those strategies:

Strategy for the business
Balanced Scorecard
1. Operational success
2. Financial succes
3. Customer success

Strategy for the workforce
Workforce Scorecard
1. Workforce success
2. Competencies
3. Behavior
4. Mind-set and culture

Stategy for the HR function
HR Scorecard
1. HR practices
2. HR systems
3. HR staff competencies

The Workforce Scorecard

Reengineering the Corporation

A Manifesto for Business Revolution
Michael Hammer and James Champy (13500)

Reengineering means to disregard all the assumptions and traditions of the way business has always been done, and instead develop a new, process-centered business organization that achieves a quantum leap forwad in performance.

To achieve reengineering success, a fresh perspective and approach is required. A clean sheet of paper is taken and, given what is currently known about customers and their preferences, a new organization is developed which will optimize the process of creating satisfied customers. Reengineering is the process by which the organization that exists today is retired and the optimal version of the new organization is constructed.

Reengineering is the opportunity to develop the rules by which business in the future will be conducted rather than being forced to operate by the rules imposed by someone else. As such, reengineering underpins every attempt to seize and maintain a true competitive advantage.

Reengineering the Corporation

How to Influence Using Familiarity

(16409) Dave Lakhani says:

Familiarity breeds trust. The more familiar you are with the person who is presenting a new idea, the more likely you are to accept the information and act upon it. Accordingly, get to know the people you are attempting to persuade very well. Find some common ground first before you try and influence them one way or another.

The best persuasive conversation don’t just dwell on common interests but also incorporate a new shared experience you have created together. Get to know the people you’re trying to persuade, find out what makes them tick, respect that and then invest in crafting an experience you can share. Doing this will increase your persuasiveness noticeably.