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  • Balanced Scorecard-Learning and Growth

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    Paramjit Sharma
    9K views17 pages
    The document discusses three principal categories for measuring learning and growth: employee capabilities, information system capabilities, and motivation, empowerment, and alignment. It outlines key metrics for evaluating employee satisfaction, retention, and productivity. Specific drivers of learning and growth are also examined, including reskilling the workforce, information system capabilities, and fostering motivation, empowerment and alignment. Methods for measuring these factors are proposed, such as employee surveys, revenue per employee, and assessing personal and organizational goal alignment.

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    internal learning measures and targets

    Original Title

    Balanced Scorecard-learning and growth

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    The document discusses three principal categories for measuring learning and growth: employee capabilities, information system capabilities, and motivation, empowerment, and alignment. It outlines key metrics for evaluating employee satisfaction, retention, and productivity. Specific drivers of learning and growth are also examined, including reskilling the workforce, information system capabilities, and fostering motivation, empowerment and alignment. Methods for measuring these factors are proposed, such as employee surveys, revenue per employee, and assessing personal and organizational goal alignment.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    9K views17 pages

    Balanced Scorecard-Learning and Growth

    Uploaded by

    Paramjit Sharma
    The document discusses three principal categories for measuring learning and growth: employee capabilities, information system capabilities, and motivation, empowerment, and alignment. It outlines key metrics for evaluating employee satisfaction, retention, and productivity. Specific drivers of learning and growth are also examined, including reskilling the workforce, information system capabilities, and fostering motivation, empowerment and alignment. Methods for measuring these factors are proposed, such as employee surveys, revenue per employee, and assessing personal and organizational goal alignment.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    of 17

    Paramjit Sharma

    BSC- learning and Growth

    Paramjit Sharma
    3 principal categories for learning and growth Perspective

    Employee Information System


    Capabilities Capabilities

    Motivation, Empowerment &


    Alignment
    Paramjit Sharma

    Paramjit Sharma
    3 principal categories for learning and growth Perspective

    Skill level
    Automation
    Employee Direct access to transactions
    Capabilities Continuous improvement
    Training
    Re-skilling
    Paramjit Sharma

    Paramjit Sharma
    Core Employee Measurement Group

    Employee
    Satisfaction

    Employee Employee
    Retention Productivity
    Paramjit Sharma

    Paramjit Sharma
    Core Employee Measurement Group

    Results

    Employee Employee
    Retention Productivity

    Employee
    Satisfaction
    Paramjit Sharma

    Paramjit Sharma
    Climate
    Staff Technology enablers
    Competencies Infrastructure
    For
    Action
    Measuring Employee Satisfaction

    Satisfied employees are precondition for


    Increasing productivity, responsiveness
    Quality and Customer service
    Paramjit Sharma

    Paramjit Sharma
    Measuring Employee Satisfaction

    Employee Survey (scale 1-5)

    •Involvement in decisions

    •Recognition in doing a good job

    •Access to Information

    •Encouragement for creativity

    •Support level from Staff functions

    •Overall satisfaction with the Organisation


    Paramjit Sharma

    Paramjit Sharma
    Measuring Employee Retention

    Employee retention is generally


    Measured by percentage of Key
    staff turnover
    Paramjit Sharma

    Paramjit Sharma
    Measuring Employee Productivity

    Revenue Per Employee


    Paramjit Sharma

    Paramjit Sharma
    Situation specific Drivers of Learning and Growth

    Re skilling the Workforce

    Information System Capabilities

    Motivation, Empowerment and Alignment


    Paramjit Sharma

    Paramjit Sharma
    Situation Specific Drivers of Learning and Growth

    Staff Competencies Technology Infrastructure Climate for Action


    Strategic Skills Strategic Technologies Key decision cycle

    Training Level Strategic Database Strategic Focus

    Skill level Experience Capture Staff Empowerment

    Propriety software Personal Alignment

    Patents ,Copyrights Morale

    Teaming
    Paramjit Sharma

    Paramjit Sharma
    Learning & Growth Measurement-Reskilling

    High
    Strategic Massive
    Reskilling Reskilling

    Competency
    Low
    Upgrade High

    The Reskilling The key strategic theme is the need to reskill or upgrade the skills of the

    Scenario workforce in order to achieve the vision


    Strategic A focused portion of the work force requires a high level of new,
    Reskilling Strategic skills
    Paramjit Sharma

    Paramjit Sharma
    Massive A large proportion of the workforce requires massive skill renovation
    Reskilling

    Competency Some portion of the workforce ,small or large, requires an upgrade of


    Upgrade core skills
    Information System Capabilities

    Effective employees require


    Excellent information

    On customers
    On internal processes
    On financial consequences of
    their decisions
    Rapid, timely and accurate
    Feedback
    Process redesigning
    Online access to information
    Paramjit Sharma

    Paramjit Sharma
    Motivation, Empowerment and Alignment

    Measuring suggestions made & Implemented

    Measuring improvements

    Measures of Individual and Organizational Alignment


    Paramjit Sharma

    Paramjit Sharma
    Personal Goals Alignment- measurement Concept

    Executive
    Team

    Top
    Management

    Staff
    Paramjit Sharma

    Paramjit Sharma
    Top Down Management Roll out for BSC
    Personal Goals Alignment- measurement Concept

    Measurement Approach

    1 % of top management exposed to BSC

    2 %of staff exposed to BSC

    3 % of top managers with personal goals


    aligned to BSC

    4 % of staff with personal goals aligned


    Paramjit Sharma

    Paramjit Sharma
    to BSC

    5 % of employees achieved personal goals


    Measures of team Performance-measures

    1 Internal Survey on teaming 2 Gain-sharing Level

    3 No. of Integrated Engagements 4 loss control utilization

    5 % Of Business Plans 6 % Of teams with shared


    Developed by Teams incentives
    Paramjit Sharma

    Paramjit Sharma

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