HR Scorecard
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• Over 12 years in HR Consulting, Performance Management, Corporate Training, and
Leadership Coaching
• BSc, Chemistry Education , M.Ed., Counselling Psychology, & PhD Scholar (Personnel
Psychologist, University of Ibadan)
• Certified Business Psychology Practitioner (PIBS)
• Application Reader, Mandela Washington Fellowship
• Economic Evaluation, Global Health (University of Washington)
• mMBA in Business Innovation, Growth, and Sustainability
• Trained Agile and PRINCE 2 Project Management
• Certified Google Data Analyst
• Certified Member, CIHRM
• Senior Professional in Human Resources - International (SPHRi )
• Maxwell Leadership Coaching Practitioner
• Facilitator, John Maxwell CYW.
• Formally, Faculty Manager at FCMB Training Academy
Fola Vincent • Currently Head, Learning, Performance, and culture at HCCM NOVA Bank
• Lead Consultant, Pamera Konsult
• L&D Consultant, EZ37 Solutions
• Training Consultant, CPPL
• President/Co-founder, Pamlead Africa
• Lead Faculty and Program Coordinator, Real Success Program, RCCG Jesus Network
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Contents :
1. Corporate Performance Scorecard
2. Strategy Map Framework
3. Four Perspectives in Balanced Scorecard
4. Identifying Key Performance Indicators
5. Strategy Map in Corporate Functions (HR, IT, Finance and
Marketing)
6. HR Scorecards
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Corporate
Performance Management
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Performance Management Framework
Vision Strategy Map
Mission
Strategy
Key Performance
Indicators
Identifying Company
Defining strategy
Measuring
Monitoring
Reporting
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Performance Management Component
Three critical components for effective process of performance management
Performance management cycle is
continuous and consistent
Performance
Management
Process
Performance Performance
Management Management
Infrastructure Culture
Logistic support and performance Culture that is based on
management administration performance accountability
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Performance Management Cycle
STRATEGY
Set Measures and Target
Reward and Coach Plan and Execute
Monitor and Evaluate
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Managing Performance with
Balanced Scorecard
Balanced Scorecard is a management tool that provides stakeholders with
a comprehensive measure of how the organization is progressing towards
the achievement of its strategic goals.
• Balances financial and non-financial measures
• Balances short and long-term measures
• Balances performance drivers (leading indicators) with outcome
measures (lagging indicators)
• Leads to strategic focus and organizational alignment.
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Leading and Lagging Indicators
In performance management, leading and lagging indicators help measure and
drive success — but they serve different purposes.
Leading indicators are predictors of Lagging indicators measure the results of
future performance. They show past actions. They tell you whether you
progress toward a goal and help hit your goal but don’t offer insights for
you make adjustments before the mid-course corrections.
outcome is final. • Reactive: Show performance after an
• Proactive: Measure activities or action or period ends.
behaviors that influence results. • Harder to influence immediately:
• Controllable: Easier to influence in Changing them requires long-term
real-time. action.
• Forward-looking: Give insights • Backward-looking: Useful for
early, so you can pivot if needed evaluating final outcomes.
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4 Perspectives in Balanced Scorecard
Financial Perspective
The Strategy
If we succeed, how will we
look to our shareholders?
Customer Perspective
To achieve our vision, how
must we look to our
customers?
Customer (Internal Perspective)
To satisfy our customers, which
processes must we excel at?
Learning & Growth (People
Perspective)
To achieve our vision, how must
our organization learn and
improve?
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Strategy and Balanced Scorecard
Mission – Why
We Exist
Strategic
Strategy Map :
Outcomes
Translate the
Strategy
Satisfied
Vision – What Shareholders
We Want to Strategy :
Be Our Game Delighted
Plan Customers
Excellent
Balanced Processes
Values – Scorecard :
What’s Measure and
Motivated
Important to Focus
Workforce
Us
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Strategy Map Framework
Long-term Shareholder Value
Cost Efficiency Revenue Growth
Financial
Price Quality Service Availability Brand
Customer
Regulatory
Operations Customer Innovation and Social
Management Management Processes Processes
Processes Processes
Internal Process
Learning & Growth
Human Capital Organization Capital Information Capital
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Template : KPI
Perspective Objective KPI Target Actual Weight (%) Source
Financial Increase revenue Revenue growth 10% annual 20%
growth rate
Improve cost Operating cost as < 40% 15%
efficiency % of revenue
Customer Enhance Customer 90% 15%
customer satisfaction score
satisfaction (CSAT)
Increase Customer 85% 10%
customer retention rate
retention
Internal Optimize Process cycle 15% 10%
Processes operational time reduction improvement
efficiency
Strengthen risk Compliance < 5 per quarter 10%
management incidents
People Foster employee Training 100% 10%
(Learning & development completion rate
Growth)
Boost employee Employee 85% 10%
engagement engagement score
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Template : KPI
Perspective Objective KPI Target Actual Weight (%) Rating
Financial Drive revenue Revenue $1M per quarter 25%
growth generated
Increase Cross-sell ratio 3 products/client 15%
product
penetration
Customer Build strong Client retention 90% 20%
client rate
relationships
Improve client Net Promoter 80+ 10%
satisfaction Score (NPS)
Internal Speed up sales Sales cycle < 30 days 15%
Processes cycles length
Learning & Develop Training 100% 15%
Growth market attendance
knowledge
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HR
Strategy
Map
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HR Strategy Map
Drive Long term
Shareholder Value
Enhance ROI of HR Strategic Enhance Employee
Initiatives Productivity
Financial
Enhance “Internal
Create Positive Work
Customer” (Employee)
Environment
Satisfaction
Internal
Customers
Apply Excellent Develop Strategic Implement Best Optimize
Recruitment Employee Talent Management Performance
Process Competencies Practices Management System
HR Internal
Process
Learning
Develop Internal HR Deploy HRIS System
Capabilities
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HR
Scorecard
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HR Scorecard
Strategic Objectives Key Performance Indicators
• Shareholder value
Drive Long term
• Shareholder value growth
Shareholder Value
• ROI of HR Strategic Programs and
Enhance ROI of HR
Initiatives
Strategic Initiatives
Enhance Employee • Profit per Employee
Productivity • Revenue per Employee
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HR Scorecard
Strategic Objectives Key Performance Indicators
Create Positive • Ranking in “Best Place to Work Annual
Work Environment Survey” (conducted by Fortune Magazine)
• % of Employee Turn Over
Enhance “Internal • Employee Satisfaction Index
Customer” (Employee)
Satisfaction
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HR Scorecard
Strategic Objectives Key Performance Indicators
Apply Excellent • Average lead time to recruit employees
Recruitment Process • Recruiting cost per employee
• Performance of New Recruits during
the First Two Years of Employment
• Average Lead Time to Develop Strategic
Develop Strategic Competencies
Competencies
• Average Lead Time to Close Strategic
Competencies Gap
• % of Strategic Competencies Available
within the Organization
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HR Scorecard
Strategic Objectives Key Performance Indicators
• Number of Qualified Talents per
Implement Best Talent Strategic Positions
Management Practices
• Progress of Talent Development Plan
(actual vs. plan)
• % of Senior Managers who Have Been
Promoted Internally
• Average Competency Assessment
Optimize
Scores
Performance
• Number of Performance Feedback
Management System
Session Conducted per Year
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HR Scorecard
Strategic Objectives Key Performance Indicators
• % of HR Employees who Develop
Develop Internal HR
Capabilities Individual Development Plan
• % of HR Employees who Fully
Execute Their Individual
Development Plan
• Progress of HR Portal
Deploy HRIS System Implementation (actual vs. plan)
• Accuracy Level of HR Database
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Template
“Performance
Scorecard
Table” for HR
Manager
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Template : KPI Table for HR Manager
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Email: iamfolavincent@gmail.com
Phone Number/WhatsAPP: +234 703 708 9870
Contact Us:
LinkedIn - https://www.linkedin.com/in/folavincent/
Nigeria I Lagos I Ibadan
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