Explain how managers use each of the following tools in stra

Explain how managers use each of the following tools in strategic HR management: the strategy map, the HR scorecard, and the digital dashboard.

Solution

The HR scorecard is a method for Human Resources to position itself as a strategic planning partner with line managers and executives within an organization. A detailed and excellent book on this topic is The HR Scorecard, by Becker, Huselid, and Ulrich. This book is available on either Amazon.com or the Society for Human Resource Management‘s web site.

The premise for an HR scorecard is that HR can and should develop metrics to demonstrate how HR activities impact profitability. The process we recommend is:

Lastly, it’s important to ask the right questions to determine if HR is providing the appropriate deliverables. Examples of these questions are:

A strategy map is a diagram that is used to document the primary strategic goals being pursued by an organization or management team. It is an element of the documentation associated with the Balanced Scorecard, and in particular is characteristic of the second generation of Balanced Scorecard designs that first appeared during the mid-1990s. The first diagrams of this type appeared in the early 1990s, and the idea of using this type of diagram to help document Balanced Scorecard was discussed in a paper by Drs. Robert S. Kaplan and David P. Norton in 1996.^[1]

The strategy map idea featured in several books and articles during the late 1990s by Robert S. Kaplan and David P. Norton and others, including most notably Olve and Wetter in their 1998/9 book Performance Drivers.^[2]

Across this broad range of published sources, there are only a few common attributes. Strategy maps show:

The purpose of the strategy map in Balanced Scorecard design, and its emergence as a design aid, is discussed in some detail in a research paper on the evolution of Balanced Scorecard designs during the 1990s by Lawrie & Cobbold.^[he strategy map is a device used to communicate the strategy, focus organization efforts, and choose appropriate measures to report on an organisation\'s progress in implementing a strategy. Over the years many have suggested that it should be used as a strategy development tool - including Kaplan & Norton in their book \"The Strategy Focused Organisation\" who argue that organisations could adopt \'industry standard\' templates (basically a set of pre-determined strategic objectives) if the managers can\'t work out a strategy for themselves. This type of approach is fraught with pro

know what the company’s strategy is.
- understand the causal links between HR activities, employee behaviors, organizational outcomes, and the organization’s performance.
- have metrics to measure all the activities and results involved.

blems (e.g. what is the competitive advantage arising from a strategy developed in thir