DEPARTMENTS AT A GLANCE STRATEGIC COMMENTARY METRICS e-HR HOW TO… PRACTITIONER PROFILE The latest ideas on how to approach METRICS measurement and evaluation of HR activities HR AT WORK REWARDS RESEARCH AND RESULTS unning a business without a corporate level to the individual level, ENSR consistent picture of performance ENSR rolled up its sleeves and went to Sue LaChance is director of organizational Rversus goals is a bit like walking the design table. development at ENSR, a global provider into an electronics store where all the The first task for the team was to of environmental and energy development televisions are broadcasting different agree on the critical metrics that drive services to industry and government. The programs. Depending on which appropriate behavior. The discussion organization employs 1,600 people, in “picture” you look at, you’d come away spanned six months. The silver lining in more than 70 worldwide locations, with totally different information than the metric selection process is that you including 45 in the U.S. the person standing in front of the will define the “heart” of your screen beside you. organization. In ENSR’s case, the end educate employees on how you derive It would be nearly impossible to get result was a balanced scorecard with six your metrics. Ensure that managers rely all the TV viewers in the store to act and categories that mapped directly to its on the scorecard when they routinely react in the same way if they were five-year vision: discuss performance at staff meetings, responding to diverse stimuli. Likewise, 1. health and safety; and know how to show inter- it’s nearly impossible for an organization 2. employee engagement; relationships between the metrics, and to perform in concert at a very high level 3. client loyalty; adjustments in management’s directives unless all the employees are responding 4. cost management; based on metric shifts. Used as a to the same feedback from a single 5. profitability; and learning tool versus a control tool, it digital dashboard. Many organizations 6. revenue growth. takes on a whole new meaning. are introducing a balanced scorecard to guide performance. This tight alignment ensured that Link to employee engagement measurements, communications and If communicated well, a balanced A flexible approach values were all aimed at a consistent set scorecard’s easily accessible data The balanced scorecard doesn’t have to of goals for the future. provides: be confined to the four measurement • transparency into the organization sections used by balanced scorecard Beyond the numbers • understanding of business drivers; and concept developers Kaplan and Norton – Challenge your imagination by asking • motivation to strive for peak financial goals, customer perspective, “How can we utilize this tool to greatest performance. internal processes, and learning and effect?” Consider doing some internal growth (or innovation). Rather, the more benchmarking at the same time. ENSR’s When business is good, it’s critical to critical factor is to ensure the scorecard scorecard displays current performance communicate the positive fits your organization’s needs and is (at corporate, regional, business unit, trends…success breeds success. When purposefully woven into the culture. and individual levels) against “average” numbers go south, it’s a friendly early internal performance and “top 25 warning system – and should be ENSR’s digital dashboard percent performance.” embraced that way. What better Environmental consultancy, ENSR, took a Displaying scorecard results as a opportunity to engage the employees “home-grown” approach to building a graphic is very effective. ENSR displayed in helping you correct your course? balanced scorecard. Guided by a vision graphs showing 13-month rolling data When the balanced scorecard is used as of creating a real-time digital dashboard for each metric area on a single page a compass to guide your future that would give every employee access (or screen). You can promote the destination – it truly will provide each to key performance indicators (KPIs) scorecard as an effective learning tool employee with a clear picture that versus company goals from the and provide a glossary of “terms” to directs their day-to-day decisions. Volume 5 Issue 2 January/February 2006 7
Strategic HR Review – Emerald Publishing
Published: Jan 1, 2006
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