Download Scorecard Best Practices: Design, Implementation, and by Raef Lawson, Denis Desroches, Toby Hatch PDF

By Raef Lawson, Denis Desroches, Toby Hatch

Scorecard most sensible Practices: layout, Implementation, and review expertly exhibits you ways to bridge the distance among Scorecard concept and alertness via hands-on studies and valuable case experiences. it's the one-stop source you'll flip to for the most recent instruments and knowledge to enforce corrective alterations. no matter if you're a CEO, CFO, CIO, vp, or division supervisor, Scorecard most sensible Practices is the publication you are going to continue at your fingertips to get your organization working at greatest functionality.

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Additional resources for Scorecard Best Practices: Design, Implementation, and Evaluation

Sample text

They are also more likely to agree that their scorecard system had yielded significant benefits. ’’ ALIGNING MEASURES AND EMPLOYEES TO ORGANIZATIONAL GOALS Another great de-motivator for employees is the use of measures unrelated to the strategy of the organization. When measures used to evaluate performance do not relate to strategy, employees have the impression that their efforts are not related to the strategy and, therefore, they are not important to the company– a despondent feeling, to be sure.

There are a number of considerations that impact employee acceptance. ’’ Patrick: ‘‘Really? ’’ Ted: ‘‘And there are a number of other elements that will affect employee motivation for the scorecard system. Obviously, you would expect the specific measures used in the system to impact employee attitudes. But, it’s more than that—do the measures align to the organization’s goals? Are there targets associated with the measures, and, if so, are they realistic? ’’ ‘‘And, the actual features in the software to support the scorecard system may impact employee acceptance.

Over time, use of targets can lead to establishing internal benchmarks or best practices for improving internal processes. One survey respondent commented, ‘‘We can very easily see the underperforming stores and the stars. ’’ A case can be made to go outside of the organization to find targets that will provide motivation. ’’ LINKING PERFORMANCE MEASURES TO COMPENSATION AND REWARDS There is debate about the motivational effect of linking performance measures to compensation and rewards. Logically, it makes sense that compensating an employee for attaining a goal—especially monetary compensation—should motivate employees to act in accordance with the targets set.

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