Strategic Alignment with HR Scorecard

Strategic Alignment with HR Score card

Strategic Alignment with HR Score CardAn Approach to linking Plan, People and Performance

Title of the article: Strategic Alignment with HR Score CardAuthors Name : Manjushree GuptaCourse : Executive MBA-2015, Christ University, BangaloreReg no : 1528944Email id : manjushreegupta@gmail.comAbout Author : HR Generalist with over 6+ years of experience in HealthCare IT & Medical Devices Company. Hands on in entire gamut of HR activities, Providing as a liaison & Acting as a single point of contact for people related issues.

AbstractGlobalization of many companies and capital markets over the past two decades has changed the whole business landscape, characterized by speed, innovation, less cycle time, quality, and customer satisfaction. Firms, backed with Analytics and reporting have cutting edge technology to provide innovative, lower-cost and optimal solutions for their customers, but these technological innovations have led to rapid & constant movement of customers and competitors. All of these trends are pushing companies to manage their assets as effectively as possibleespecially their Intangible Human Assets.In many organizations the top management wants to believe that people are the most important assetbut cannot understand how HR discipline can make this vision possible. The reason for this is HRs influence on the firm is difficult to measure. It is said that what gets measured gets managed and what gets managed gets accomplished. Hence it has become imperative to measure our activities. This article emphasizes the evolving roles of HR and its imminent presence at the strategic table more than ever and the importance of aligning HR discipline to the business goals of the organization and managing HR as a Strategic Asset. Utilizing HR measurements in bringing visibility to HRs contribution to organization growth. Highlighted in this article are the effective measurement techniques that can accomplished with the implementation of HR Scorecard and HR metrics in providing the management with actionable information, importance of choosing Strategy driven HR metrics and SMART KPIs over the usual ones. This article recognizes HR Score card as a strategic management tool used by HR departments to reorganize their goals to Strategic goals of the organization. This article brings out a Strategy Map and Key Performance indicators on the HR level. It also provides overview of how various HR activities are supported in order to achieve HR goals. Overall objective of this article is to show the possibility of using HR Score Card as a method for Management and Measurement of Human Capital.Key words: SMART Key Performance indicators, Strategic goals, HR Scorecard, Strategy Map, HR Metrics.

Table of ContentsPreface4Literary Review ..5Problem Definition6Objectives.7Proposition.8Importance of KPIs9Methodology.10Issues faced by Synergy Before HR Scorecard implementation.12HR Strategy Map.13-14Table wise Depiction of HR Strategy Map.16HR KPIs for Dash Board17-18Discussion on Advantages after the HR Scorecard implementation 19Conclusion20Bibliography..20

PrefaceHuman Resources is the only department in organizations that has the mandate to speak for the people and through people.

HR - Intangible Human Asset As HR we are skilled in group process techniques we are the subject matter experts on how to maximize human potential and yet are rarely called to Lead, Strategize and design a high performance leadership team. We have to allow ourselves to be marginalized-sidelined as implementers of Corporate Directives despite capable of being so much more and offer much more. Top Leadership finally needs to awaken to the new role of HR and increase its value as one of the key player in designing the workplace of the future. These arent soft skills rebuilding from a bad economy and gaining the commitment of a completely different workforce in a brand new paradigm shift of Global Corporate Structure will be some of the hardest tasks before us for the near future. The winners will be those organisations that invite HR to the corporate table and listen carefully as HR explains what it has to offer when it comes to being most influential asset of the organisation .Below mentioned points are why I think HR should hold a prominent place at strategic tableHR builds trustHR is not only limited to appraising people performance but also peoples Heartbeatin the organization throughConstant Employee Dialogs, Focus groups.HR management deals with the most dynamic asset of the organisations .If HR mgmt. is assertive in bringing the clear voice of its employees affront, it can offset the critical impact the employee dis-enfranchisement may have on business strategy. Trust is the most valuable ingredient when its comes to any relationship. In the corporate world trust hugely impacts speed, quality and cost, and nothing will undermine an organisation faster than Trust Bankruptcy.

HR the key liaison between Top Management and the workforce, holding hands with each entity and convey to eachother, what is truly meant. Quite often Top management speaks in lofty, corporate terms that lack any practical reality to the workforce. On one hand the workforce hears these talks as so much self-aggrandizing for maneuvering and control. Top management in turn considers the worker as a complainer who is always out for personal gain and cant see the business limitations the organization faces. Somewhere between these two voices, HR must function as the bridge the Counselor ,the facilitator of understanding that will get the focus back on a true path of mutual respect and value.

Literary ReviewComing of Age for HR Transforming roles Until the 80s, HR functions in India generally involved smoothening relations between the management and workers. It has grown to include performance management and resource planning. And in the recent times,HR transformationhas been a buzzword in India Inc. The reinforcing voice has been to align HR with business goals, and to focus less on basic functions and more on adding value. There has been a shift in focus globally, from enhancing internal operations to maximizing contribution to the corporations business.With HR managers growing importance. In India, Globalization and the resulting sea change in corporate culture in India have impacted HR. As has the tightening supply of skilled workers. Talent crunch had not been a critical factor in the 1980s..The role of HR personnel was to improve productivity and create an acceptance of technology. Things, however, changed in the 1990s, when there was a distinct shift in the economy from manufacturing to the services sector.

Changing demands on HR have given rise to new challenges. The top challenges cited by HR leaders around the world in the Mercer study are: Acquiring key talent (43%), Driving cultural and behavioural change in the organisation (40%) and Building leadership capabilities (40%). These challenges directly correspond with the new version of transformation and shift from a focus on process and technology to human capital strategy. .(Business World)To manage talent, HR managers are placing more emphasis on learning and development. The shelf-life of knowledge is less than two years and, therefore, continuous learning is key to succeeding in business today, says Ramkumar VP HR ICICI.Experts say most progressive companies are spending more time in training and development and creating a talent pool. Investing in education helps enhance the market, produce more employable workforce and build manpower, says Prabir Jha, global head, human resources, Dr Reddys Laboratories Ltd.51% of the respondents report directly to the CEO, up from 28% in 2003. HRs direct reporting to the CEO is a positive trend, showing HR has direct involvement with business and operational planning, says Business India.

Considering the transforming roles of HR I would like bring to focus some of facts the hinders it, in my understanding the key issue is that the leadership team creates the strategic plan and hands it over to managers and frontline employees to execute. What happens between leadership and management is the problem.There isno in-depth explanation of the strategyand, if there is, it sounds almost like a foreign language, loaded with words like stakeholder value,profitable growthandcreating value for customers.Employees need to see strategic initiatives broken down into digestible chunks calledgoalsandobjectives. HR has the perfect skill sets and tools to drive goals and objectives down to the employees on the frontlineHRs strategic role goes well beyond a team role in deciding the strategy. Execution is where most s struggle or fail, and HR can significantly impact execution( Rosanna Nadeau, SPHR)The Best way for HR and talent leaders can demonstrate they are strategic:throw out your existing hiring processes and start over by implementing a process that actually raises your companys talent level, not just sustains it.Aligning HR and strategic plans is an important endeavor for every . Studies strongly support the alignment between strategies, HR, and performance and thus show the potential role HR can play in implementing strategy and developing an organizations competitive advantage (Wright, Smart, McMahan, 1995).Problem DefinitionLack of Alignment and HR VisibilityTo focus more on strategy, many companies have started outsourcing administrative and transactional HR functions. Use of outsourcing agencies or automated self-service tools for all transactional HR activities is the key to creating time and capacity for the HR to provide strategic support, says Business IndiaOne way to examine the not-so-successful relationship between the business and HR is to look at the types of services HR delivers. These include strategic functions such as workforce and performance management, talent management and management, besides the basic HR operational processes such as employee support, compensation and benefits support, HR operations, and so on.The Mercer findings show that HR departments spend almost three-fourths of their time on traditional HR activities, such as recordkeeping, compliance and delivering HR services. In Asia, the gap between current and desired for transactional work is closing, while the gap between strategic partnering and designing programs or systems is growing, says Adam Kassab, senior consultant, Mercer Human Resource Consulting Ltd.This suggests that HR, after its recent exposure to the realities of the business, has a greater understanding of the actual challenges involved in playing a strategic role.HR is either growing into, or evolving into, a value-based intervention role in India. but the industry needs to deliver returns on human resources faster.

Implementing a business process that achieves Strategic edge would be the ideal opportunity to demonstrate HRs Alignment and Visibility. But the main problem is that HR and talent leaders do exactly the opposite. Rather than improve quality of hire which represents an awesome opportunity We go out of their way to maintain their existing processes thinking that cost control and improved efficiency is a more important goal. Often it is found that most hiring process are designed to clone a companys existing Strategic competency blue print, not improve it, and doing these things faster is not a strategy that leads to organizational goals.

According to Forbes magazine 15% believed senior management was well informed about what employees think and do 34% did not have a great deal of trust in management 20% agreed that their HR department had a clear strategy guiding its activities 36% agreed that people received the training they needed to do their jobs well

A litmus test of whether transformation has set in is the role of the companys HR manager in the management team. According to the 2006 Global HR Transformation Mercer study, only 32% of the 618 senior HR professionals in Asia thought they were seen as strategic and had decision-making power. The respondents represented 11 markets in the Asia region, covering more than 20 industries. India scored higher than countries such as China, Japan and Singapore.ObjectivesEnhancing of HR visibility with HR measurementAligning HR and strategic plans is an important endeavor for every organization. Studies strongly support the alignment between strategies, HR, and performance and thus show the potential role HR can play in implementing strategy and developing an s competitive advantage (Wright, Smart, McMahan, 1995). In order to develop alignment between HR activities and strategy planning, HR needs to expand beyond an administrative function and focus more on how it can support the organization in strategic planning and implementation. By increasing the competencies of HR personal, the department will increase its creditability and be integrated into a strategic role. When HR measures itself from a business perspective and by the value it brings an , top management will not ignore HRs imminent importance in strategy process of the organisation. Instead, top management will welcome HR input because it will have a clear understanding of how HR affects the bottom line from a business and/or strategicMost organizations will agree that HR plays an important part in its success, but continue to prevent HR from being included in the true strategic objectives of an . To overcome the resistance to HR having a say in al strategy, HR needs to measure and identify the benefit from being a part of the strategic process.

To be a Valuable contributor HR needs to measure is its impact on al strategy and its efforts to build programs to better manage the development of an organizations human assets. According to Kaplan and Norton (BSC) Specifically, HR needs to measure the: competencies, leadership, culture, alignment, and learning Measuring these issues provide a framework for describing the drivers of an organizations strategy. When assessing its value added to the , HR must look to these strategic drivers as their point of reference. In each measurement, HR will be accountable for the organizations readiness for each component of the strategy.PropositionHR Score Card Often many people will build a list of measurements that are non-financial and think that they have a balanced scorecard, but what differentiates the HR scorecard from other business performance measurement frameworks in the marketplace is that HR scorecard tells story of companys strategy. A wrong notion perceived by many organizations is that they think that scorecard is just about measurement.HR Scorecard is designed to guide management of the HR function. The HR Scorecardargues that HR measurement systems must be based on a clear understanding of organizational strategy and the capabilities and behaviors of the workforce required to implement that strategy. Thus, an HR Scorecard is a mechanism for describing and measuring how people and people management systems create value in organizations, as well as communicating key organizational objectives to the workforce. The essential part of the HR scorecard is the strategy map. Based on a strategy map which is a visual depiction of what causes what in an organization, beginning with people and ending with shareholder or other stakeholder outcomes.The HR Scorecardis built around a series of examples and a process that helps managers to do this work in their own firms designing an HR architecture that relentlessly emphasizes and reinforces the implementation of the firms strategy.

Kaplan and Norton the founders of Balanced Score Card proposed a strategy map to represent the a companys value chain system.Learning and GrowthFinancial Perspective Return on Captial Employed Cost Leadership

Customer Perspective Customer Satisfaction Customer LoyaltyProcess QualityInternal/ Business ProcessEmployee CompetenciesOn-time DeliveryProcess Cycle Time

Importance of KPIsAkey performance indicator(KPI) is a type ofperformance measurement that evaluate the success of an organization or of a particular activity in which it engages. Often success is simply the repeated, periodic achievement of some levels of operational goal (e.g. zero defects, 10/10 customer satisfaction, etc.), and sometimes success is defined in terms of making progress toward strategic goals. Hence choosing the right KPIs relies upon a good understanding of what is important to the organization. In turn'What is important' often depends on the department measuring the performance. For Eg. The KPIs useful to finance will really differ from the KPIs assigned to operationsHence there is a need to understand well what is important, various techniques to assess the present state of the business, and its key activities, are associated with the selection of performance indicators. These assessments often lead to the identification of potential improvements, so performance indicators are routinely associated with 'performance improvement' initiatives.

In above mention figure Key performance indicators are assigned to each perspective in above strategy map and lately KPIs on HR level became significant benchmark in the HR Scorecard. Also KPIs are valid and effective when applied in a consistent and comprehensive manner. Most importantly it is to be noted that financial performance must be respected as the ultimate critical measure of the success for every business but financial KPIs are closely related set of operational metrics i. e. on HR level, too. Once KPIs have been identified, defined and formalized, Top management may feel that KPI battle is won.

KPI targets must be based on concrete data and non-manipulative formulas. There should be a direct link From KPIs -> goals From goals -> objectives From objectives ->strategies. All KPIs should impact a business decision in some time scale, depending on the window of time available. That makes the decision process difficult from the decisions made under no time constraint. Organizations should identify areas of business processes that are the most critical to the financial success of the organization.

Functionally KPIs can be divided into lagging and leading. Leading indicator is a metric that mainly refers to future developments and drivers/causes. E.g. Total number of qualified leads to be contacted for the month."Lagging indicator is a metric that mainly refers to past developments and effects/results, E.g. Reflects history and outcomes of certain actions and processes.

SMART KPI

HR metrics are powerful force that can drive change in an organization but only if the right metrics are developed and applied. The biggest of key concerns during implementation of KPIs is the Top Managements ability to differentiate more important strategy-driven metrics from the normal and usual ones. Selection of the wrong metrics for KPIs can significantly destruct or even undermine the performance management initiatives. The wrong metrics can sabotage an organization processes and demoralize employees.

Characteristics of effective KPIs are:Sparse: The fewer KPIs the better.Drillable: Users can drill into detail.Simple: Users understand the KPI.Actionable: Users know how to affect outcomes.Owned: KPIs have and owner.Referenced: Users can view origins and context.Correlated: KPIs drive desired outcomes.Balanced: KPIs consist of both financial and non-financial metrics.Aligned: KPIs dont undermine each other.Validated: Workers cant circumvent the KPIs.

On a S-M-A-R-T note, for making efficient KPI selections: Specific Measurable Attainable Relevant Time bound(Courtesy: Kaplan and Norton , Balanced ScoreCard)MethodogyThe aim of this article is study the HR Score Card Framework of my organization

Synergy Digital Healthcare Systems Pvt Ltd.

To Identify Strategic Goals and Objectives. Definition of organizations strategic goals and intermediate functional goals in each perspective in HR Scorecard in HRM level based on BSC perspectives. Implementation of BSC on human resources management (HRM) level. Describing mutual connection among partial goals in frame of the strategy map. Assigning used KPIs to each objective in the strategy map. Developing KPI dashboard for 4 perspectives.

Key Steps in Creating HR Score Card

To briefly mention the process about establishing KPIs: Determine your corporate goals. Identify metrics to grade progress against those goals. Capture actual data for those metrics. Jam metrics into scorecards. Jam scorecards down throats of employeesHR Value Chain of ActivitiesA series of activities involving Input, Activity, Outcome and leading onto Business Impact is the strategy map for HR or really HCM, as the focus is on producing human capital or al capability as an outcome of HRs activities. This shift in strategic thinking forms the base for HR Strategy MapBusiness Impact Operations Emp. of Choice Customers Financial

Outcome Human Capital organisational

Input / investment Manpower Management time Cost HR functionActivity Resourcing Capability EVP

After consultations with our Business leaders, The Grand Strategic goals of the organization are defined as follows: Profit Maximization Product Differentiation Cost Leadership Customer Orientation Employer of ChoiceIssues face by HR department at Synergy, before the implementation of HR Scorecard:1. Lack of forward thinking and future planning.Most of the existing HR processes were all about maintain the current process structure and blue print. Importance was given only to MIS reporting. The existing KPIs did not help in depicting the future.2. Dissatisfied Internal Customers.Internal customer lacked clear understanding of how HR System worked, as a result of which grievance handling was inefficient.3. Lack of Flexibility in the Internal ProcessesDue to habitual follow up of the pre-existing processes the HR Department lack flexibility which resulted redundant and repetitive process, lack of centralized information sharing which reflected on cost and budget.4. Lack of Strategic focus among the HR StaffDue to lack of de-centralization the pre-existing HR process did not lead the staff to any strategy related decision making. As a result of which HR Staff found it difficult focus whenever organizational strategic were on mention.HR Strategy MapDeveloping the strategy map on the HR level, managers have to define clear, measurable and attainable targets which lead to the enhancement of efficiency of the organization. In each perspective of the HR scorecard i.e. in financial, customer, internal and learning and growth, the goals must be determined from HR attitude.

The inseparable part of HR strategy map should not be used on orientation of only profit or quality but focus on orientation on the customer, because employees are tightly in touch with the customers For e.g. deal with complaints, provide Quality Customer service and Information, how to deal with an angry customer. Employees should always resolve problems quickly, efficiently and at the heart of customer service process. Further, top management should realize in which phase the organization is situated, it means in the beginning, in the expansion or in the depression. This is very necessary to consider due to the cost perspective.

An HR Scorecard becomes a much more valuable tool when the measures within it are based on the objectives and links within an HR Strategy Map. The problem with all other forms of HR Scorecard is that they are not based on the Organizational Strategy Map.The reason that the strategy map, the key tool is that it is not setting measures that is often difficult, it is agreeing what you are going to do. Once the executives agreed to the word statements of what they wanted to accomplish how they wanted to describe success the selection of the measurements became much simpler. And in an interesting twist, the selection of measures became somewhat less consequential

During the creation and implementation strategy maps, it is necessary to take into consideration the dynamics of each organization (e.g. organization structure, levels of hierarchies, reporting structure and HR Management Process,).

The Top Management should take into account this fact from each of the 4 perspective.I.e. to develop feasible and effective method for improving the performance of the organization on HR level. KPIs, both financial and non-financial, are critical element of effective communication of a companys progress towards its goals.Therefore Strategy map comprises essential part of HR scorecard. Creating the strategy map should also respect the external and internal HR factors influencing the organization performance. Another important fact linked to the strategy map is that executives should take into account the size of the organization. Management and Measurement of Human Capital with HR Score CardChoosing organization relevant KPIs requires your thinking to be aligned with the strategies and objectives of your organization, once this is done, the choice of measures of success is often obvious one.

Although it is inappropriate to specify how many KPIs an organization should have the study suggests that there is a key for most organisations between four and ten measures. No matter which KPIs are used, they should reflect the business, corporate and should be subjected to periodical reformulation in order to adapt to the changing corporate environment. The priority for organizations Is to use KPIs in a business context with the business agenda at all times. To measure customer and service mark ups. Make effective business decisions. Propose and motivate employee to drive business forward. The elements in the HR Scorecard are key leading indicators for workforce success.

A HR Score Card has 4 perspectives: Learning and Growth Internal Process Customer Financial

Every perspective has some intermediate set of goals that is derived on HR Level and every intermediate HR goal has related Activities

HR Discipline strongly relates to Learning and Growth Perspective of the Organization.it is one of the key perspectives in the Balanced Scorecard thatservesto map some big learning goals; something that is relevant to the current business challenges.

As follows from its name and from the Balanced Scorecard paradigm, Learning and Growths perspective answers the a vital question:How must the company learn and improve in order to achieve its vision?In other words, in this perspective we should explain what the company has to learn in order to: Satisfy customers needs, Improve business processes, and Achieve financial goals.

Below mention table shows the Intermediate HR Goals seen through Learning and Growth perspective and its Related HR activities of my organisation.

Intermediate HR Goals for Learning and Growth PerspectiveRelated HR activities

Consistently fostering employees Competencies Periodical employee dialogue Partnering with key Academic Institutions Organizational Training Academy. Training Needs Analysis and Feed Back

Internal Customer Support and Orientation Effective communication of Organizational Vision, Mission and Culture Follow a thorough Communication Plan Communication Across multiple Channels Make the content employee centric

Advocacy of Multi-profession Determination of Critical Positions Competency Profiling Periodical employee dialogue Job rotation Internal Recruitments and Promotions

Employee Engagement and Motivation Enabling Peer to Peer Recognition On Spot Rewards System Performance Incentive Celebrating High Performance Teams

Leadership Development Programs Yearly employee dialogue Management of Internal Talks on Efficient Experiences Continuous education of the Functional Heads and Team Leads

Table wise Depiction of HR Strategy map with 4 perspectives linking to Strategic Organisational Goals

Learning & GrowthInternalCustomerFinancialStrategic goals

Consistently fostering employees Competencies

Internal flexibility Succession planning Utilization of human potential Retention of the employees Reduction in Employee turnover rate

Cost Leadership Profit Maximization employer of Choice Customer Orientation Product Differentiation

Internal Customer Support and Orientation Decentralization of Hiring Process Competency Survey HRMS Retention of the employees Corporate Citizenship Increase in Employee Commitment Labour costs Effective utilization of training budget Cost Leadership Customer Orientation

Advocacy of Multi-profession

Internal Recruitment System Succession planning Utilization of manpower capital

Labour costs Cost Leadership Product Differentiation employer of Choice Customer Orientation

Employee Engagement and Motivation Idea management Employee driven improvement systems Corporate Citizenship Employee involvement Retention of the employees

Labour costs Cost Leadership employer of Choice Customer Orientation

Leadership Development Programs Internal training Vs. External training Competency enhancement systems Institutional Partnership Effective Training Needs Analysis Succession Planning Utilization of Manpower Retention Employee turnover rate Effective utilization of training budget Labour Costs Cost Leadership Profit Maximization employer of Choice Customer Orientation

HR KPIs for Dash boardsFinancialObjectivesLagging KPIsLeading KPIs

F1- Labour costs Absent Rate Labour Cost/Employee Productivity

F2- Reduction in Employee Turnover % of Turnover Hiring Costs

F3- Effective utilization of Training Budge ROI of Training Investment on competency enhancement Future Technologies

CustomerObjectivesLagging KPILeading KPI

C1- Employee Retention % of employees participated in periodical employee dialogue program

No. of participation career coaching program.

C2-Effective Utilization of Human Capital % employees having more than 3 core Competencies Employee Competency Index

C3- Success Planning No. of Successors in Critical positions % of Promotion

C3- Motivation Employee motivation Survey Future Motivation Drivers

InternalObjectivesLagging KPILeading KPI

I1- Decentralization of Hiring Process No. process successfully included in HRMS

% of HRMS Scope

I2- Internal Flexibility Job Rotation Posts filled internally

L3- HR Tools Time for Reporting Documentation Reduction in Time for Reporting Documentation

I4- Idea Management Employee driven improvement systems Quality Efficiency of Improved Process

Learning & GrowthObjectivesLagging KPILeading KPI

L1- Consistent Fostering of Employee Competencies % of training Average number of training hrs. /employee

L2- Internal Customer Support and Orientation % of employees participated in communication Number of Grievances handled

L3- Advocacy of Multi-Profession Cost of Training in relating to Multiple Competencies Competency Index

L4- Rewards Management Compensation and Benefits Cost Average Compensation and Benefits of Organization

L5- Leadership Development Programs No of Internal Leadership Programs No. External Leadership Programs and Institutional Partnerships Number of internal leaders participated. Leadership Index

DiscussionAdvantages found at Synergy after HR Scorecard implementation:

1 Focusing on FutureThe HR scorecard links HR decisions and systems to HR deliverables which are, in turn, the KPIs for fulfilling the organisationals performance and eventually leading to organisations goals and strategy implementation attainment.2. Employee self -service and Manager self -serviceHR scorecard resulted in the initiation of decentralization of many HR related customer relations and initiation HR Shared Services as a result of which both Managers and Employees who are the internal customers to the HR department were trained to utilize HR service on their own which in-turn measured to grievance handling effectively with less help from HR in a more pro-active manner.3. Providing Focus for HR and OD staffHR Scorecard focuses HR staff to pay importance to metrics that are indirectly connected to organisational key measures. Displaying the HR measures by the way of HR Scorecard and Dashboard helps the HR team in refocusing themselves in such a way that it enables a quick understanding of where you are in the journey toward your HR outcomes and in helping to achieve the organizations goals.4. Encouraging HR flexibility and changeHR scorecard helps in decentralization at same time centralizing the information sharing. HR department readjusts itself to prioritize on key activities with strategic impact on the orgainsation thus killing the redundant time consuming ones. This bring process flexibility and a better channel of communication with in the organization.4. Clear understanding of HR Do-ables and HR DeliverablesThe HR Scorecard emphasizes Key HR deliverables that directly influence the organsations strategic implementation goals and objectives. Staff now have a clear vision of organisations Strategic bottonline. The scorecard encourages HR managers to understand the way their decisions and actions affect the successful implementation of the organisations strategy. Thus HR scorecard helps HR professionals to think systematically about People strategy.

HR Scorecard provides HR with a focused, credible, and clear strategic rationale for their work in service to the organization.

ConclusionIf all HR Business Leaders effectively implement HR Score Card its brings out required results and helps to keep tabs on HR Processes.When HR is strategically involved and well linked to organizational performance, it plays an important role in the success of an organization. By measuring the key HR contributors to strategy, execution of the HR function is transformed into a source of value creation for the organisation. HR Score card is one such strategic tool that measures the key HR issues by provide the alignment between HR and business process and which finally can be used to link to financial drivers of the organization.Key performance indicators reflect organisational performance. Our top management and business leaders can have many KPIs to choose from but it is imperative that all one key mission all KPIs must be connected to is People Mission that is HR mission. My main goal in this study of implementation of My organizations HR Score Card, was to find and set KPIs on HR Level in accordance with my Organisations derived HR Strategies and goals.I have emphasized through my study that the HR Strategy Map plays an important part of HR Scorecard and serves as a foundation for specifying HR KPIs. Be it Manufacturing, IT or Financial Sector the ground rules in general for the implementation of HR Score Card is same.The main goal of organisation and HR Departments should be to have a Sustainable, Practical, Manageable and HR scorecard with observable and measurable KPIs. Provided KPIs include all 4 perspectives with respect to HR strategy with aim to reach Greater organisational approach. The key task is to evolve and improve continuously with respect organisational development which is support by an organisational culture that fosters communication and stronger team work.

Bibliography1. The HR Scorecard, Linking People Strategy and Performance( Becker, Huelid, Ulrich).2. Alignment (Kaplan and Norton).3. Alignment , Human Resources and business Strategy (Linda Holbeche)4. Business India , Forbes , Business Today( Periodical Magazines)

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