Employees: The Foundation of the Balanced Scorecard

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EmployeesThe Foundation of theBalanced
Scorecard

• 2004 Workforce Planning and Development
  Conference September 17, 2004

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Without Employees, the Corporate Balanced
Scorecard (BSC) Has No Foundation
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But The Beginning
is not the Balanced Scorecard.
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The Beginning
is strategic planning.
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The Balanced Scorecard

• - Set the direction through the vision
• - HR must help with the construction of the
  entire Balanced Scorecard

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Initial Planning Sets the Direction of the
Organization

• Vision
• Mission
• Strategic themes a.k.a., The Charlotte City
  Council focus areas
• Community safety
• Housing neighborhood development
• Restructuring government
• Transportation
• Economic development

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City of Charlotte FY 2004 - 2005 Corporate
Scorecard
Vision Community of Choice for Living, Working,
and Leisure
City Council Focus Areas
Housing Neighborhood Development
Community Safety
Restructuring Government
Economic Development
Transportation
Smart Growth Principles
Corporate Scorecard
Serve the Customer
Reduce Crime
Increase Perception of Safety
Strengthen Neighborhoods
Provide Transportation Choices
Safeguard the Environment
Promote Economic Opportunity
Develop Collaborative Solutions
Enhance Customer Service
Improve Technology Efficiencies
Run the Business
Maintain AAA Rating
Deliver Competitive Services
Expand Tax Base Revenues
Invest in Infrastructure
Manage Resources
Recruit Retain A Skilled Diverse Workforce
Achieve Positive Employee Climate
Promote Learning Growth
Develop Employees
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The Middle Includes the Corporate Objectives
the Corporate Balanced Scorecard
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City of Charlotte FY 2004 - 2005 Corporate
Scorecard
Vision Community of Choice for Living, Working,
and Leisure
City Council Focus Areas
Housing Neighborhood Development
Community Safety
Restructuring Government
Economic Development
Transportation
Smart Growth Principles
Corporate Scorecard
Serve the Customer
Reduce Crime
Increase Perception of Safety
Strengthen Neighborhoods
Provide Transportation Choices
Safeguard the Environment
Promote Economic Opportunity
Develop Collaborative Solutions
Enhance Customer Service
Improve Technology Efficiencies
Run the Business
Maintain AAA Rating
Deliver Competitive Services
Expand Tax Base Revenues
Invest in Infrastructure
Manage Resources
Recruit Retain A Skilled Diverse Workforce
Achieve Positive Employee Climate
Promote Learning Growth
Develop Employees
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What is HRs duty?
To get the right people in the right jobs.
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City of Charlotte FY 2004 - 2005 Corporate
Scorecard
Vision Community of Choice for Living, Working,
and Leisure
City Council Focus Areas
Housing Neighborhood Development
Community Safety
Restructuring Government
Economic Development
Transportation
Smart Growth Principles
Corporate Scorecard
Serve the Customer
Reduce Crime
Increase Perception of Safety
Strengthen Neighborhoods
Provide Transportation Choices
Safeguard the Environment
Promote Economic Opportunity
Develop Collaborative Solutions
Enhance Customer Service
Improve Technology Efficiencies
Run the Business
Maintain AAA Rating
Deliver Competitive Services
Expand Tax Base Revenues
Invest in Infrastructure
Manage Resources
Recruit Retain A Skilled Diverse Workforce
Achieve Positive Employee Climate
Promote Learning Growth
Develop Employees
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On Charlottes Scorecard, the Foundation Employee
Objectives Are
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City of Charlotte FY 2004 - 2005 Corporate
Scorecard
Vision Community of Choice for Living, Working,
and Leisure
City Council Focus Areas
Housing Neighborhood Development
Community Safety
Restructuring Government
Economic Development
Transportation
Smart Growth Principles
Corporate Scorecard
Serve the Customer
Reduce Crime
Increase Perception of Safety
Strengthen Neighborhoods
Provide Transportation Choices
Safeguard the Environment
Promote Economic Opportunity
Develop Collaborative Solutions
Enhance Customer Service
Improve Technology Efficiencies
Run the Business
Maintain AAA Rating
Deliver Competitive Services
Expand Tax Base Revenues
Invest in Infrastructure
Manage Resources
Achieve Positive Employee Climate
Promote Learning Growth
Develop Employees
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Strategic Workforce Planning  Recruiting and
Retaining A Skilled and Diverse Workforce      
 
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Strategic Workforce Development
 

• The charge of the Strategic Workforce Development
  Committee is to
• Develop a picture of the future workforce
• Identify strategies to recruit and retain a
  diverse and competent workforce for the future
• Present recommended picture of the future and
  strategies to the Managers Cabinet

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Picture of the Future Workforce

• The Workforce of the Future will be characterized
  by the following
• - Increasingly older, female, diverse
• - Dependency on lifelong learning due to
  ever-changing work and increasing value of
  knowledge management skills
• - Employee expectations for integrating all life
  aspects (breakdown of boundaries)

 
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Recruit and Retain

• Goal
• Establish Recruitment and Retention Strategies
  and Practices That Ensure the Citys Ability to
  Attract and Maintain a Skilled and Diverse
  Workforce
• Objectives
• Attract and Select a Skilled and Diverse
  Workforce
• Improve the Hiring Processes
• Improve Retention
• Identify Areas With and Reasons for Retention
  Problems

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Skilled Workforce

• Goal - Provide Employees With Development to
  Ensure They
• Have Skills to Meet Business Goals
• Model the Organizational Values, and
• Adapt As Organization, Jobs and Skill Needs
  Change.
• Objectives
• Continue Strategic Emphasis / Communication of
  People Development As a Core Organizational Value
• Emphasize Effective Performance Management with
  First Line Supervisors
• Implement Best Practices in Employee Development
•  

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Diverse Workforce

• Goal
• Promote an Inclusive Environment Where Everyone
  Respects the Individual and Values the
  Contributions of People With Different
  Backgrounds, Experiences and Perspectives in
  Order to Enrich and Strengthen the Quality of the
  Products and Services We Deliver.
•  
• Objectives
• Establish Leaderships Commitment to a Diverse
  Workforce.
• Communicate the City Managers Expectations and
  Develop Organizational Initiatives and
  Implementation Plans.
• Assess Diversity Training Needs and Develop
  Implementation Plans. Measure the Citys
  Diversity Effectiveness
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Picture of the Future Workforce

• 70 of a countrys wealth is in human capital.
• Baby Boomers 84 million Baby Busters 41
  million.
• 15 decline in the 35 44 year old population
  over the next 15 years will create a shrinking
  management pool.
• Baby boomers will lead the shift toward working
  retirement.

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Picture of the Future Workforce

• 75 of future jobs will be knowledge based
• 38 of applicants tested lack basic foundational
  skills
• 21 of the current adult population has only
  basic literacy skills
•  By 2010, 57 of college attendees will be women
• Lifelong learning will be an expectation of
  employers and employees

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Picture of the Future Workforce

• Employees have changing expectations about work /
  life balance
• 40 of workers have elder care responsibilities
• More women are entering the workforce and in
  higher positions of authority
• 85 of the workforce will be comprised of
  working parents by 2009
• For the first time four generations are in the
  workforce 

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The Picture of the Future Workforce led to

• 16 Recommendations to achieve the corporate
  scorecard objective of Recruiting and Retaining a
  Skilled and Diverse Workforce

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Dont Forget!

• Evaluate and Measure Successes and Progress.

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Possible Measures Targets

• Turnover rate
• Hiring managers ability to hire 1st or 2nd
  choice candidates
• Survey employee perceptions of diversity
• of citizens believes your government provides
  quality services (82 for Charlotte)
• citizens believe government is responsive to
  citizen needs
• Last time taxes raised?

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Next StepOrganizational By-In

• This needs to start early. Every City department
  had representatives on the four sub-committees
• Organization-wide support of the final
  recommendations took six months

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Why was all this work so important?
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Employees are the foundationof the Balanced
Scorecard

• Without a quality workforce, the balanced
  scorecard is a house of cards. Without the proper
  workforce the organization will not achieve
  scorecard objectives, the mission, or the vision

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Tying on the Bow

• Making the Balanced Scorecard Real to Employees

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Charlotte Measures Performance at Three Levels

• 1. Overall corporate strategy
• 2. Departmental performance
• 3. Individual performance

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Bringing It Home
The five focus areas cascade through the BSC to
the department business plans, which include
tangible, measurable objectives for achieving the
five focus areas.
Human Resources Key Business Unit
FY 2005 Strategic Operating Plan
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The Employees the Scorecard

• The Performance Review Development system
  (PRD), the citys appraisal system, is the next
  step in linking the scorecard to the employee
• The employees performance objectives link to the
  department scorecard, which links back to the
  five organizational focus areas

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Human Resources Analyst Performance Review and
Development Plan
Council Strategy Focus Area Restructuring
Government
Citywide BSC Objective Achieve a Positive
Employee Climate
Department Business Plan Improve Employee Job
Satisfaction Rating on Climate Survey
Employee PRD Develop Citywide Flexible
Scheduling Policy
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Sources

• The Charlotte Mecklenburg Home Page can be found
  at www.charmeck.org/living/home.htm
• Specifics about the Citys strategy and
  departmental strategic operating plans can be
  found on the Budget Evaluation page at
• http//www.charmeck.org/Departments/Budget-City/
  PerformanceMeasures/Home.htm

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Sources

• Two other helpful sites include the Bureau of
  Labor Statistics at www.bls.gov and
• the Balanced Scorecard Collaborative at
  www.bscol.com

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