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By Raef Lawson, Denis Desroches, Toby Hatch
Scorecard most sensible Practices: layout, Implementation, and overview expertly indicates you the way to bridge the distance among Scorecard thought and alertness via hands-on stories and precious case reviews. it's the one-stop source you are going to flip to for the most recent instruments and knowledge to enforce corrective adjustments. no matter if you're a CEO, CFO, CIO, vp, or division supervisor, Scorecard most sensible Practices is the publication you'll maintain at your fingertips to get your organization operating at greatest functionality.
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Extra resources for Scorecard Best Practices: Design, Implementation, and Evaluation
Example text
Another benefit often attributed to scorecard systems is to go beyond driving performance improvement in organizations to facilitate sustainable alignment. To truly change employee behavior, the new behavior must be reinforced frequently. Scorecards are very good at continually providing feedback on progress, and even more effective when linked to compensation. Seventy-seven percent of the Adopters in the survey, and 100 percent of the Best Practice Organizations, agreed to some extent that the use of a scorecard system had driven performance improvement in their organization.
The organization had learned lessons and were moving toward correcting the situation. Another respondent had gotten the process correct and was enjoying significant benefits. ’’ Gulf States Paper Corporation concluded that measures appearing on scorecards must be the same as those used for compensation. When it began implementing a scorecard system, the measures used to monitor its strategic performance was not the same as those being used to compensate the employees it had two distinct sets of measures!
However, this statement also serves as a caution. For organizations that have not yet been able to use their scorecard systems to motivate their employees to act in congruence with their organization’s goals, how can this motivation be achieved? ’’ It is clear from anecdotal and empirical evidence that in order for employees to accept and use the scorecard system and ultimately be motivated, it is imperative that Impetus for Implementation 21 they first understand the system. If employees and managers participate in the design of their own scorecards, measurements, and evaluation methods, there is much higher chance of buy-in.