Balanced Scorecard Approach to HR. The balanced scorecard approach to management was first laid out by Robert Kaplan and David Norton in 1992. This broad management strategy that separates an ...

The Balanced Scorecard provides a system that leverages the traditional financial and efficiency measures we have available currently for HR with metrics of performance from three additional ...

Strategic HR often uses a balanced scorecard as a performance measurement tool. A balanced scorecard links and gauges the success of HR according to how well its activities measure up to the goals ...

The concept of managing by "balanced scorecard" has been around awhile. It boosts performance using a combination of metrics, goals and process improvements.

The balanced scorecard is intended to consider everything important to a company's long-term health. But there's a danger of losing the forest in the trees.

If you can’t measure it, you can’t manage it. Metrics, the bane and blessing of corporate citizens, emerge from this truism. Metrics allow managers to determine the efficacy of process changes ...

Companies record and analyze these metrics to help determine if they’re achieving strategic goals. A fully implemented Balanced Scorecard cascades from the top levels of a company all the way down.

Fatal flaws in Balanced Scorecard execution A simple performance management tool suffers from too many metrics and poor alignment with corporate strategy ...

When fully deployed, the balanced scorecard transforms strategic planning from a creative exercise into the interim tool for organizations migrating from purely intermediary metrics—brand awareness, ...