Implementation consulting regarding personnel strategies by the use of the HR Balanced Scorecard

The HR Balanced Scorecard can be structured in form just like a Standard Balanced Scorecard. However, the focus lies on the (functional) personnel strategy rather than on the corporate strategy.

The HR Balanced Scorecard aligns the four prospects (see illustration) with the personnel department and thereby redefines them: The employee prospect refers exclusively to the employees of the personnel department, the customer prospect to their internal and external customers, the process prospect to the internal personnel processes and the financial prospect to personnel-affected financial aspects.

ISPA consult supports:

• the target selection,
  
• the definition of the operating figures (Key Performance Indicators),
  
• the determination of the target values, and
• the planning of actions and measures

in all four mentioned prospects of the Balanced Scorecard.

The HR Balanced Scorecard can be designed for the central personnel departments or for a company's entire HR business unit. Its implementation is evidence of an advanced stage of development of the centralised personnel work in the form of a Profit Center or Value Creation Center Personnel, which has to self-finance the provided personnel services to a large extent (see Change Management/Reorganisation).