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29111311 Haidir Afesina
29111328 Hendra Winata29111329 Mita Listyatri
29111338 Andek Prabowo
29111344 Aprian Eka Rahadi
29111384 Chairunnisa Mirhelina
29111387 Franciscus Xaverius Kresna Paska
29111393 Agung Indri Pramantyo
Implementing
Human Resources
Balance Scorecard
MM5002 People in Organization
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Facts
Verizon Communications Inc. was formedin 2000
with the merger of Bell Atlantic Corp and GTE Corp
Verizon, headquartered in New York,
is a leader in delivering broadband
and othercommunication innovations
to wireline and wireless customers
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HRAnalysis
People
Factor
BusinessStrategy
HRPractices
Recommendation
Challenge
Outline
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Challenge
TURNOVER (Customer & Employee) and CUSTOMER SERVICE quality
were the major problem of telecommunications companies in USA
Communicating GTE new strategyand linking HR actions with business results
HR Balance Scorecard
Developing people Monitored
financial result
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Lesson Learn #1
Verizon HR has effectively
designed and implemented
a strategic management system
with HR Scorecard model
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People Factor
Garrett Walker
Project Director of
PMA (Performance
Measurement
Analysis)
Lead the HR
measurements core
team
At the beginning,having difficulties to
get some data
Charles R Lee
CEO and
Chairman of GTE
..$75 million a yearto train our
employees. Whatdo we get for that?
J R MacdonaldHead of
Human Resources
Need quantitative
model for
measurement
The Balanced
Scorecard by
Kaplan & Norton as
a guidance
HR People has issue
with measurement
culture
Specialized in
Human Resources
issues
Saratoga
measurements arebeing used at GTE
scorecard systems
Estimate the profit
and loss at GTE
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Strategy Alignment
Competitive
Capability
Strategy
Map/linkageMetrics
Defined
Goals
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Business Strategy
LEADERSHIP 2000To become worldwide player in telecommunication
5 Strategic Thrusts
People
Imperatives
New behaviors, actions, and
capabilities to drive the businessresults
Grow talent to increase the value
delivered by the workforce
Talent HR CapabilityOrganizational
integrationLeadership
Customer
service
and support
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Lesson Learn #2
HR Balance Scorecard is
a method offinancial and noon financial measurement
including leading and lagging indicators,
by focuses on the drivers of success
and is linked to the company`s strategy
.
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HR Practices
StrategicPerspective
OperationalPerspective
CustomerPerspective
FinancialPerspective
HRBALANCEDSCORECARD
Measures GTE success
in achieving the fivestrategic thrusts
StaffingTechnology
HR processes and
transactionsService perception
Employee engagement
Competitive capability
Links to productivity
ROI in training
technology, staffing,
risk management
cost of service delivery
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HR Practices
Financial Payoffs
REVIEW Compensation
Managers Resistance
as they scared to lose control
Start
Absence rateSeparation rate
Base pay
25% to 40% Executive
10% HR
The first 6 month
Things didn`t change
Measurement
will be useless
when the businessstrategy change
HR dept. tend
to eliminate certain measures
if performance poor
Exit interview Benefits
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HR Scorecard helps the company
to monitor workforce indicators,
to analyze workforce statistics ,
to diagnose workforce issues,
to calculate the negative financial impact,
toprescribe solutions and track improvements
Lesson Learn #3
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Strategy Maps
Strategic Operations Customer Financial
Salescompetencies
Understand
employeeskill gaps
Establish
ongoing
assessment of
targeted
employees
Provide
target trainingand services
Service
Partnership
Revenue
from
currentcustomer
Increase
shareholder
value
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Lesson Learn #4
To implement to HR balanced scorecard, Verizon HR
successfully change by having the guidelines of
Leading change, Creating shared need
Shaping a vision, Mobilizing commitment,
Building enabling system,
Monitoring and demonstrating progress
And Making it last for sustainable
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Recommendation
Full Support from Top Management asSponsor
Need to adapt to business strategy whichalways changed
Every people should understand the
purpose of scorecard