平衡计分卡与提升人力资源与发（英文版）.pdf

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1、1Introducing the Introducing the BALANCED SCORECARDBALANCED SCORECARDand Approach to HRD&and Approach to HRD&Developing High Performance Developing High Performance Operating Teams to Accelerate Operating Teams to Accelerate Your Success Your Success 平衡计分卡平衡计分卡平衡计分卡平衡计分卡与与与与提升人力资源与发提升人力资源与发提升人力资源与发提

2、升人力资源与发展高绩效运营团队的策略展高绩效运营团队的策略展高绩效运营团队的策略展高绩效运营团队的策略Mr.Philip TealMr.Philip TealDirector Director China OperationsChina OperationsBalanced Scorecard Balanced Scorecard OrganisationOrganisation(Asia)Limited(Asia)LimitedAugust 2004August 20042What is the Balanced ScorecardWhat is the Balanced Scorecard

3、 s s historyhistory?平衡计分卡的平衡计分卡的平衡计分卡的平衡计分卡的历史历史历史历史1992199620001.Measurement and Reporting测量与汇报测量与汇报2.Alignment and Communication调整与沟通调整与沟通3.Enterprise-wide Strategic management组织战略管理组织战略管理Articles in Harvard Business Review:?“The Balanced Scorecard Measures that Drive Performance”January-February

4、1992?“Putting the Balanced Scorecard to Work”September-October 1993?“Using the Balanced Scorecard asa Strategic Management System”January-February 199619962000Acceptance and Acclaim:?“The Balanced Scorecard”is translated into 18 languages?Selected by Harvard Business Review as one of the“most import

5、ant management practices of the past 75 years.“3Simply the BALANCED SCORECARD Simply the BALANCED SCORECARD frameworkframework平衡计分卡的简易结构平衡计分卡的简易结构平衡计分卡的简易结构平衡计分卡的简易结构Vision&StrategyVision&StrategyCUSTOMER 客户客户CUSTOMER 客户客户“To achieve our vision,how should we appear to our customers?”ObjectivesMeasur

6、esTargetsInitiativesFINANCIAL 财务财务FINANCIAL 财务财务“To succeed financially,how should we appear to our shareholders?”ObjectivesMeasuresTargetsInitiativesINTERNAL BUSINESS PROCESSES 内部业务流程内部业务流程INTERNAL BUSINESS PROCESSES 内部业务流程内部业务流程“To satisfy our shareholders and customers,what business processes mus

7、t we excel at?”ObjectivesMeasuresTargetsInitiativesINNOVATION AND LEARNING 创新与学习创新与学习INNOVATION AND LEARNING 创新与学习创新与学习“To achieve our vision,how will we sustain our ability to change and improve?”ObjectivesMeasuresTargetsInitiatives4critical customers&stakeholderscritical customers&stakeholders重要而挑

8、剔的重要而挑剔的重要而挑剔的重要而挑剔的客户和股东客户和股东客户和股东客户和股东Becoming More demanding 更多的更多的要求要求Increasing expectations 不断增加的不断增加的期望期望Global access to information 全球化的全球化的资讯资讯Greater awareness&knowledge 更多的更多的认识认识Less loyal 更少的更少的忠诚忠诚Expect 24 hours/7days/365 days a year service 希望一年365天每时每刻的希望一年365天每时每刻的服务服务Emerging Onl

9、ine requirements and evolving traditional marketplaces 网上需求改变的传统网上需求改变的传统市场市场5TodayToday s global s global business challengebusiness challenge当今全球当今全球当今全球当今全球商务挑战商务挑战商务挑战商务挑战Forbes Magazine and Harvard University research indicate that;7 out of 10 strategies fail at the implementation phase!福布斯杂志和哈

10、佛大学的研究显示：福布斯杂志和哈佛大学的研究显示：多达多达七成的战略失败在于执行层面。七成的战略失败在于执行层面。?Financial Management Tools EVA Balance Sheets Income Statements Shareholder Value AnalysisCustomer Management Tools Customer Satisfaction Measurement Customer Relationship Management Segmentation Marketing One-to-One MarketingProcess Manageme

11、nt Tools Six Sigma Supply Chain Integration Cycle Time Reduction TQMPeople Management Tools Core Competencies Knowledge Management Pay for Performance Recruit&RetainCSNCSN s s STRATEGY STRATEGY IMPLEMENTATION IMPLEMENTATION MANAGEMENT MANAGEMENT T OOLS?T OOLS?6TodayToday s s knowledge workersknowled

12、ge workers当今的当今的当今的当今的知识型员工知识型员工知识型员工知识型员工In order to manage,plan or react to customer demands,your knowledge workers must learn to operate successfully in three key performance areas within their operating units:1.1.STRATEGICSTRATEGIC LevelLevel(determining customerservice delivery goals&required r

13、esources)战略层面战略层面（确定客户服务目标及需要的资源）（确定客户服务目标及需要的资源）2.2.OPERATIONALOPERATIONAL LevelLevel(manage the implementation process in order to achieve customer service goals,through tactical planning&deployment measures)运营层面运营层面（通过策略性的计划及展开的测量来管理执行过程以达到客服目标）（通过策略性的计划及展开的测量来管理执行过程以达到客服目标）3.3.DOINGDOING LevelLe

14、vel(pulling your customerservice levers&pressing the customers buttons“if you will”to achieve desired results)执行层面执行层面（提升客服水平，密切关注客户以达到期望的结果）（提升客服水平，密切关注客户以达到期望的结果）7Performance Focused Performance Focused OPERATING CULTURESOPERATING CULTURESOffer Customers Unique Value Propositions关注绩效关注绩效营运文化营运文化提供

15、顾客特有价值的建议提供顾客特有价值的建议Outstanding Customer ServiceOutstanding Outstanding Customer Customer ServiceServiceSatisfied and Loyal CustomersSatisfied and Satisfied and Loyal Loyal CustomersCustomersSuperior Bottom-LineResultsFor every customer who complains,there are at least 25 who dontDissatisfied custom

16、ers share their dissatisfaction with othersLoyal customers cost 64%less in repeat sales and new product launchRetaining an existing customer cost less than acquiring a new oneOffering right products and service is no longer enough,we must now provide solutions8How To Develop Performance Focused Oper

17、ations?Core Business Strategy Elements如何开展关注绩效的营运？-如何开展关注绩效的营运？-核心业务战略基础核心业务战略基础Products&Services Customers Products&Services Customers Want&ValueWant&Value顾客想要和有价值的产品与服务顾客想要和有价值的产品与服务顾客想要和有价值的产品与服务顾客想要和有价值的产品与服务EmployeesEmployeesWho CareWho Care哪些员工服务顾客哪些员工服务顾客哪些员工服务顾客哪些员工服务顾客BSC-Strategy Deploymen

18、t Initiatives 平衡计分卡平衡计分卡-展开战略的举措展开战略的举措BSC-Performance Management平衡计分卡平衡计分卡-绩效管理绩效管理+Outstanding Operating Outstanding Operating PerformancePerformance出色的营运表现出色的营运表现出色的营运表现出色的营运表现9How would How would you implement the BSC?you implement the BSC?您您如何应用平衡计分卡？如何应用平衡计分卡？10Managing Any Change Effectively

19、Managing Any Change Effectively no doubt we always need to begin with caution!no doubt we always need to begin with caution!变革管理变革管理变革管理变革管理毫无疑问，我们应谨慎行始。毫无疑问，我们应谨慎行始。毫无疑问，我们应谨慎行始。毫无疑问，我们应谨慎行始。1110 10 Key Features of a Key Features of a BSC BSC Performance Focused Operating CulturePerformance Focused

20、 Operating Culture平衡计分卡关注绩效的运营文化平衡计分卡关注绩效的运营文化平衡计分卡关注绩效的运营文化平衡计分卡关注绩效的运营文化的的的的10101010个主要特征个主要特征个主要特征个主要特征1.Competitive if not BEST price 如果不是最优的，也应是具有竞争力的如果不是最优的，也应是具有竞争力的价格价格2.Reliable,fast service 可靠快捷的可靠快捷的服务服务3.On-time-accurate delivery 准点正确的准点正确的送达送达4.Knowledgeable product-service partners 有见识

21、的提供产品服务的有见识的提供产品服务的合作伙伴合作伙伴5.Practical,on-target solutions provider实用的目标指向的解决方案实用的目标指向的解决方案提供者提供者6.24/7/365 availability 全天候的全天候的反应反应7.Multiple points of access(face-to-face,internet,fax,phone)众多的沟通众多的沟通途径途径（面对面、网络、传真和电话）（面对面、网络、传真和电话）8.Customer-focused features 顾客为中心的顾客为中心的特色特色9.Value-added benefit

22、s(customer touches)增值的增值的收益收益（顾客接触）（顾客接触）10.Caring-trusting organization(sales,service,support,admin,leadership etc.)关心-信任的组织关心-信任的组织（销售、服务、支持、管理、领导，等等）（销售、服务、支持、管理、领导，等等）12And And characterized by.characterized by.还可以还可以还可以还可以表现为表现为表现为表现为.Customer Service Excellence(defined as):出色的客户服务（定义）出色的客户服务（定

23、义）The effective&efficient provision of goods and services in a way that meets or exceeds the customers expectations.Customer service is about gaining and retaining customers.Committed to Quality&Continuous Improvement:坚持质量持续改善坚持质量持续改善Meeting or exceeding customer service requirements,first time ever

24、y time,at the best possible cost for both parties13Using BSCUsing BSC Performance Management StrategiesPerformance Management Strategies运用平衡计分卡运用平衡计分卡运用平衡计分卡运用平衡计分卡进行绩效管理的策略进行绩效管理的策略进行绩效管理的策略进行绩效管理的策略STRATEGY STRATEGY STRATEGY STRATEGY DEPLOYMENTDEPLOYMENTDEPLOYMENTDEPLOYMENT2.Make Strategy a Contin

25、ual Process使战略成为一个连续的过程使战略成为一个连续的过程 Link Budgets&Strategies Analytics and Information Systems Strategic Learning1.Mobilize Change Through Executive Leadership通过执行领导力发动变革通过执行领导力发动变革Mobilization,Governance Process,Strategic Management SystemB A L A N C E D B A L A N C E D S C O R E C A R DS C O R E C

26、A R D5.Translate the Strategy to Operational Terms将战略转化成营运的术语将战略转化成营运的术语 Strategy Maps Balanced Scorecards3.Make Strategy Everyones Everyday Job使战略成为每个人每天的工作使战略成为每个人每天的工作 Strategic Awareness Personal Scorecards Balanced Paychecks4.Align the Organization to the Strategy根据战略调整组织架构根据战略调整组织架构 Corporate

27、Role Business Unit Synergies Shared Service Synergies14Improve Image/Brand ValueRevenue Growth StrategyProductivity StrategyImprove Cost StructureIncrease Asset UtilizationExpand Revenue OpportunitiesEnhance Customer ValueA Motivated and Prepared WorkforceShareholder ValueROCE?New Revenue Sources?Cu

28、stomer Profitability?Cost per Unit?Asset UtilizationPriceFinancial Perspective财务维度财务维度Product/Service AttributesCulture&TeamworkLeadershipAlignment“Build the Brand”“Acquire-Retain Customers”“Achieve Operational Excellence”“Be a Good Neighbor”(Innovation Processes)(Customer Management Processes)(Oper

29、ations&Logistics Processes)(Regulatory&Environmental Processes)Customer Value PropositionsCustomer Value PropositionsQualityOperational ExcellenceCustomer IntimacyProduct Leadership?Customer Satisfaction?Customer Acquisition?Customer RetentionTimeFunctionServiceRelationsBrandRelationshipImage?Market

30、 ShareCustomer Perspective客户维度客户维度Internal Perspective内部流程维度内部流程维度Learning&Growth Perspective学习与发长维度学习与发长维度BSC BSC Strategy MappingStrategy Mapping平衡计分卡平衡计分卡平衡计分卡平衡计分卡战略图战略图战略图战略图15Communicating for Aligning Corporate Strategy Communicating for Aligning Corporate Strategy CauseCause-andand-effect ef

31、fect StoriesStories develop understandingdevelop understanding沟通以调整组织战略沟通以调整组织战略沟通以调整组织战略沟通以调整组织战略因果树分析因果树分析因果树分析因果树分析Knowledge,Skills,Systems,and ToolsKnowledge,Skills,Systems,and ToolsFinancial Financial ResultsResultsTo Build the Strategic Capabilities.建立战略能力建立战略能力Needed to Deliver UniqueSets of

32、Value to Customers.需要传递客户独特的价值需要传递客户独特的价值To Drive Financial Success.驱动财务成功驱动财务成功And Realize the Vision实现愿景实现愿景Train-develop-equip our People.培训、发展、装我们的员工培训、发展、装我们的员工Internal Internal CapabilitiesCapabilitiesCustomer Benefits16BSC Performance Management Matrix BSC Performance Management Matrix Exampl

33、e Example 平衡计分卡绩效管理矩阵平衡计分卡绩效管理矩阵平衡计分卡绩效管理矩阵平衡计分卡绩效管理矩阵例子例子例子例子ORGANISATIONORGANISATION组织组织组织组织DIVISIONDIVISION部门部门部门部门OPERATIONSOPERATIONS操作层操作层操作层操作层CUSTOMERCUSTOMER客户客户客户客户FINANCIALFINANCIAL财务财务财务财务INTERNALINTERNAL内部内部内部内部ORGANISATIONORGANISATION&LEARNING&LEARNING组织与学习组织与学习组织与学习组织与学习?PRODUCTS产品产品?

34、SERVICES 服务服务?PARTNERSHIPS 合伙合伙?SHAREHOLDER VALUE股东收益股东收益?REVENUE 收入收入?COSTS成本成本?EFFICIENCY 效率效率?EFFECTIVENESS 效力效力?R&D PORTFOLIO?业务量业务量?WELL TRAINED PEOPLE训练有素的员员工训练有素的员员工?IMPROVED MORALE提升士气提升士气?INCREASE TEAMWORK加强团队合作加强团队合作?MARKET SEGMENTSMARKET SEGMENTS市场区割市场区割市场区割市场区割?PRODUCT LAUNCHPRODUCT LAUN

35、CH?产品投放产品投放产品投放产品投放?CUSTOMER SEGMENTSCUSTOMER SEGMENTS?客户类别客户类别客户类别客户类别?BUDGETS BUDGETS 预算预算预算预算?COST LIMITSCOST LIMITS 成本约束成本约束成本约束成本约束?ENHANCED ENHANCED CUSTOMER VALUECUSTOMER VALUE提升的客户价值提升的客户价值提升的客户价值提升的客户价值?SERVICE CULTURE服务的文化服务的文化?EFFECTIVE CONTROLS?有效的控制有效的控制?CUSTOMER RETENTION客户保持力客户保持力?SER

36、VICE AGREEMENTSSERVICE AGREEMENTS服务一致性服务一致性服务一致性服务一致性?CUSTOMER CUSTOMER SATISFACTIONSATISFACTION 客户满意客户满意客户满意客户满意?CUSTOMER SEGMENTSCUSTOMER SEGMENTS?客户类别客户类别客户类别客户类别?%DEBT PAST DUE%DEBT PAST DUE负债率负债率负债率负债率?UNBILLED SALESUNBILLED SALES?未付款的销售额未付款的销售额未付款的销售额未付款的销售额?WAIVERS&WAIVERS&ADVANCESADVANCES 弃权

37、与示好弃权与示好弃权与示好弃权与示好?SATISFACTION AUDITSATISFACTION AUDIT?满意审计满意审计满意审计满意审计?OUTSTANDING DEBTOUTSTANDING DEBT?未偿债务未偿债务未偿债务未偿债务?BILLING ACCURACYBILLING ACCURACY?帐单正确率帐单正确率帐单正确率帐单正确率?TRAINING DAYS PER EMPLTRAINING DAYS PER EMPL?培训天数培训天数培训天数培训天数/每人每人每人每人?TURNOVER/SICK LEAVETURNOVER/SICK LEAVE离职率离职率离职率离职率/病

38、假病假病假病假?SATISFIED PEOPLE INDEXSATISFIED PEOPLE INDEX?员工满意率员工满意率员工满意率员工满意率?SURVEYSSURVEYS 调查调查调查调查?WELL TRAINED PEOPLEWELL TRAINED PEOPLE训练有素的员工训练有素的员工训练有素的员工训练有素的员工?IMPROVED MORALEIMPROVED MORALE?提高士气提高士气提高士气提高士气?INCREASE TEAMWORKINCREASE TEAMWORK?加强团队合作加强团队合作加强团队合作加强团队合作17Key Performance Indicators

39、 Key Performance Indicators How The BSC Measures PerformanceHow The BSC Measures PerformanceKPIKPIKPIKPI如何运用平衡计分卡衡量绩效如何运用平衡计分卡衡量绩效如何运用平衡计分卡衡量绩效如何运用平衡计分卡衡量绩效What are Key Performance Indicators?:Measures of WHAT a company will track&provide trends over timMeasures of WHAT a company will track&provide

40、trends over time e,NOT the actual targets such as direction and speed.KPI：公司后期跟踪且提供趋向的衡量方法，不是实际的目标如方向速度等：公司后期跟踪且提供趋向的衡量方法，不是实际的目标如方向速度等Key word:measures关键词：测量关键词：测量Key focus 重点关注重点关注:on those measures in each perspective that develops value那些在各方面能带来价值的测量方法那些在各方面能带来价值的测量方法Key outcome关键结果关键结果:allows a

41、 company to understand two types of measures让组织懂得两类测量让组织懂得两类测量Key measures/KPI:关键测量/KPI关键测量/KPIi.Outcomes measures(finance perspective)结果测量（财力维度）结果测量（财力维度）and ii.performance driver measures(factors that influence future outcomes)行为导向测量（影响将来结果的因素）行为导向测量（影响将来结果的因素）18PERFOMANCE MANAGEMENT PERFOMANCE MA

42、NAGEMENT KPIKPI s Focus Efforts on Outcomess Focus Efforts on Outcomes绩效管理绩效管理绩效管理绩效管理KPIKPIKPIKPI关注结果的成就关注结果的成就关注结果的成就关注结果的成就Competitive AdvantageCompetitive Advantage竞争的优势竞争的优势竞争的优势竞争的优势Competitive ScopeCompetitive Scope竞争的范围竞争的范围竞争的范围竞争的范围CostCost成本成本成本成本UniquenessUniqueness独特性独特性独特性独特性Broad Broa

43、d targettarget宽的目标宽的目标宽的目标宽的目标Narrow Narrow targettarget窄的目标窄的目标窄的目标窄的目标Cost Cost LeadershipLeadership成本领导成本领导DifferentiationDifferentiation差别化差别化Focused Cost Focused Cost LeadershipLeadership关注成本领导关注成本领导关注成本领导关注成本领导Focused Focused DifferentiationDifferentiation关注差别关注差别关注差别关注差别Integrated CostIntegra

44、ted CostLeadership/Leadership/DifferentiationDifferentiation整合成本领导整合成本领导整合成本领导整合成本领导/差别差别差别差别19BSC Performance Management BSC Performance Management-Value DimensionsValue Dimensions平衡计分卡的绩效管理平衡计分卡的绩效管理平衡计分卡的绩效管理平衡计分卡的绩效管理价值维度价值维度价值维度价值维度Delivering the best products and services-offerings that push p

45、erformance boundariesDelivering solid products and services at the best price and with the least inconvenienceCultivating relationships to gain customer knowledgeDelivering what specific stakeholders want Employee CapabilityEmployee Capability 员工的实际能力员工的实际能力员工的实际能力员工的实际能力Operational ExcellenceOperat

46、ional Excellence运营卓越运营卓越Product/Service LeadershipProduct/Service Leadership产品产品产品产品/服务的领导地位服务的领导地位服务的领导地位服务的领导地位Customer IntimacyCustomer Intimacy客户亲密客户亲密客户亲密客户亲密Leveraging human intellectual capital in service design and delivery20BSC Team Development Model BSC Team Development Model 平衡计分卡团队发展模型平衡

47、计分卡团队发展模型平衡计分卡团队发展模型平衡计分卡团队发展模型Balanced Strategy Balanced Strategy FormulationFormulation平衡的战略模型平衡的战略模型BSC Strategy BSC Strategy Performance Performance Measures Measures 战略绩效评测战略绩效评测战略绩效评测战略绩效评测Strategy Deployment Strategy Deployment Initiatives&Performance Initiatives&Performance Management Manage

48、ment 战略展开举措与战略展开举措与战略展开举措与战略展开举措与绩效管理绩效管理绩效管理绩效管理Operational Operational Efficacy,Efficacy,Continuous Continuous Improvement&Improvement&Customer Customer Service Service ExcellenceExcellence高效运营高效运营高效运营高效运营,持续改善持续改善持续改善持续改善卓越客服卓越客服卓越客服卓越客服Learning,Development,Innovation&CommunicationsLearning,Devel

49、opment,Innovation&Communications1.1.BSC Executive Workshop BSC Executive Workshop-Strategy Development FacilitationStrategy Development Facilitation平衡计分卡执行工作坊平衡计分卡执行工作坊平衡计分卡执行工作坊平衡计分卡执行工作坊2.2.Internal Consulting TeamInternal Consulting TeamProviding Benchmarking Advice,Providing Benchmarking Advice,

50、Facilitation,Training,Coaching,etc Facilitation,Training,Coaching,etc 内部咨询团队内部咨询团队内部咨询团队内部咨询团队3.3.Deploying StrategyDeploying StrategyGuiding Change Initiatives,Guiding Change Initiatives,Monitoring Performance,Monitoring Performance,Reporting Results,Reporting Results,Encouraging Innovation,Encoura