balanced scorecard for mba institute
DESCRIPTION
Scorecard, Performance, MBA, HRM, HRD, OB, OD, Leadership, Strategy,TRANSCRIPT
Certified Scorecard
Professional M M BagaliM M BagaliM M BagaliM M Bagali, , , , PhDPhDPhDPhD Professor of Strategic HRM,Professor of Strategic HRM,Professor of Strategic HRM,Professor of Strategic HRM,
Brand Ambassador, Asian HR Board, India Brand Ambassador, Asian HR Board, India Brand Ambassador, Asian HR Board, India Brand Ambassador, Asian HR Board, India
[email protected] / [email protected]@rediffmail.com / [email protected]@rediffmail.com / [email protected]@rediffmail.com / [email protected]
http://www.linkedin.com/in/mmbagalihttp://www.linkedin.com/in/mmbagalihttp://www.linkedin.com/in/mmbagalihttp://www.linkedin.com/in/mmbagali [Type the document subtitle]
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Reference No: 9800210045Reference No: 9800210045Reference No: 9800210045Reference No: 9800210045
Project onProject onProject onProject on
Certified Certified Certified Certified Scorecard ProfessionalScorecard ProfessionalScorecard ProfessionalScorecard Professional
M M BagaliM M BagaliM M BagaliM M Bagali, , , , PhDPhDPhDPhD
Professor of Strategic HRM,Professor of Strategic HRM,Professor of Strategic HRM,Professor of Strategic HRM,
Brand Ambassador, Asian HR Board, India Brand Ambassador, Asian HR Board, India Brand Ambassador, Asian HR Board, India Brand Ambassador, Asian HR Board, India
[email protected] / [email protected]@rediffmail.com / [email protected]@rediffmail.com / [email protected]@rediffmail.com / [email protected]
http://www.linkedin.com/in/mmbagalihttp://www.linkedin.com/in/mmbagalihttp://www.linkedin.com/in/mmbagalihttp://www.linkedin.com/in/mmbagali
January, 2011January, 2011January, 2011January, 2011
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AHRB Fellowship Project on
Certified Certified Certified Certified Scorecard ProfessionalScorecard ProfessionalScorecard ProfessionalScorecard Professional
Current Performance System
Performance is the output of the work performed. The output can be in terms of tangible
(which can be measured in terms of returns), and it could be intangible (which can be felt).
The output of the person depends on various factors, viz: The Management, The systems, The
Governance and The practices at workplace. Even, capturing the outcome of performance
varies from organization to organization.
Step 1:
The present project is undertaken in academic setting, at New Horizon College of
Engineering. The performance of faculty during the semester teaching is done at three levels:
a) Students giving formal feed back on the teaching for that particular semester.
b) The feed back is consolidated and discussed with HR.
c) The final calculation will be taken by the top management on the performance.
Students Feedback:
A formal feed back form is given to all the students to analyze the effectiveness of the
teaching. Each student is given enough time to react on the parameters and how did they feel
and wish to evaluate the concerned faculty`s performance. The main objective of having such
system is to
a) know how the course was carried
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b) the effectiveness of the course teaching
c) the level of interaction happened
d) the improvement areas and
e) Finally, to look at the overall performance of the teacher in line with the course
objectives, per se.
The feed back form
The ratings are done on 5 scales viz
Poor – 1 Fair – 2 Good – 3 V.Good – 4 Excellent – 5
# PARAMETERS F1 F2 F3 F4 F5 F6 F7 F8 F9 F10
a Clarity in explaining the subjects
b Subject explained was easy to understand
c Content quality is relevant & useful
d Faculty answers to your queries &
questions
e Coverage of topic / subject is on time
f The concepts were explained with
examples
g Faculty’s preparation for the class
h Faculty guidance for preparation of
seminar, conference & exam
i Punctuality of the faculty for the class
j Communicates distinctly and effectively
k Treats students with respect & courtesy
l Control of the classroom by the faculty
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m Relevance of assignments to the subject
n Overall satisfaction
Discussion with the HR
Once the entire exercise of students feed back is consolidated, the cumulative scores on each
parameter is taken. The discussion with the HR head and the Head of the Department for
each faculty is done. The focus of discussion is as follows:
a) A thorough analysis of feedback on each parameter is done.
b) Causes for good performance and causes for poor performance is analysed.
c) Which area(s) has to be addressed and what has to be done.
d) If the scores are too poor, there will be question on retention / layoff of the person.
e) If the scores are too good, what incentives / benefits have to be given.
Discussion with Top Management:
The focus of top management is to see that the performance, are in par with organizations
standard. If the person’s performance is good, incentives are declared and if the performance
is to be addressed, further training or TNA is addressed. In worst cases, if the performance is
poor or too poor, then the person is asked to leave the organization.
Few issues with current performance system:
a) How valid are the assessment done by the students.
b) Should regular students above 85% attendance be eligible to give feedback.
c) Should there be oral feedback’
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d) Do students really understand the depth and logic of all the parameters in the feed
back form.
e) Does faculty given enough time to improve, since there are all levels of
experienced faculty been evaluated same.
Step 2:
The balance score card for the management department.
The present balance score card is devised on the four perspectives
A) FINANCIAL PERSPECTIVES:
The focus here is to get the best of the best students for the management program.
Objectives:
a) How the management program has to be pictured and branded?
b) What should be strategy to approach students to reach for maximum returns?
Performance Measures:
Log Measures Lead Measures a How many applications came? a What proposal was written with financial
returns?
b How many applied for the programme? b. The Mentoring and counseling clove during
admissions
c. How many are satisfied with the charges?
Targets Measures a. How many applied? a. Revenue on the application
b. How many leads and were converted? b. Revenue on the admission
c. How many actually applied in numbers? c. How much cash flow due to admission?
Initiatives: a. How the advertisement has to be?
b. Where to participate in Educational Fairs?
c. Who should make presentation, who should do counseling?
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B) INTERNAL BUSINESS PROCESS
The focus here is to have those systems, which makes a good impact on incoming students
and make the system fast and speed for the delivery.
Objectives:
a) How to have workplace practices for leaving good impression on stake holders –
students, parents and community at large?
Performance Measures
Log Measures Lead Measures
1 How many parents and students were 1 Was the system in time in satisfying all
Satisfied with the services? necessary information to the students?
Targets Measures 1 How many were finally converted 1 How many enquiries for the admission?
into prospective admissions?
2 How was the win rate converted 2 How many enquiries were on line and through
into prospective admission? web-site.
3 How many were satisfied?
Initiatives: a. How Professional were the customers dealt?
b. Was the service available at workplace / office?
c. Learning and Growth
The focus here is to look at the human resources available for doing the given task.
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C) LEARNING AND GROWTH
The focus here is to look at the human resources available for doing the given task.
Objectives:
a) What skills and competency required demonstrating the efficiency and effectiveness?
b) What self personality should be reflected during the course of interaction with the
customers?
C) PERFORMANCE MEASURES:
Log Measures Lead Measures
a) How many are satisfied and have growth a) What factors are responsible for
perspective attitude? satisfaction?
b) How well was the effectiveness of b) Was the communication properly
communication, thus leading to satisfaction? focused?
Targets Measures 1 How many were satisfied? 1 Employee suggestions given.
2 How was the knowledge generated? 2 Value added per employee.
3 What was the out come or the productivity? 3 Generating knowledge and managing
Knowledge.
Initiatives:
a) What was the motivation level and the index?
b) How were the empowerment practices undertaken?
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D) CUSTOMERS
The focus here is to have a good and ever lasting impression for the customers.
Objectives:
a) What makes best impression on customers?
b) How do we need to project for customers?
Log Measures Lead Measures
a How were the customers satisfied? a What factors caused satisfaction
amongst customers?
b What was the total revenue generated at b. What we did to get revenue generated?
the end?
c What was the Annual Customers turn over?
Targets Measures 1 How many were converted finally? 1 Customer satisfaction
2 What was the cost at the end? 2 The Win Rates
3 The brand recognition
Initiatives:
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a) How were the complaints taken and resolved?
b) How much time it took for one customer interaction?
c) How many were new customer and how many were repeat enquiries?
Step 3:
The Balance Scorecard on all the four perspectives is devised. Since, the Balance
Scorecard is done for MBA department, the cascading will be done for faculty and
supporting of MBA department. Here, the cascading is done for MBA department only, with
measures, initiatives, etc.
Kindly note that, this cascading is done “within” the department, and not amongst any other
department
DEPARTMENT LEVEL
A Financial Perspective
Objective How to brand the department and the management program?
Measures What will be each faculty role and responsibility in generating the leads
for admission?
Targets How many got finally converted into admissions?
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Initiatives How many presentation done? How many counselling
sessions conducted?
B Internal Business Process
Objective How much time it took with each customer?
Measures How was the interaction session with students conducted?
Targets How many were impressed by the interaction and finally
decided to get admitted?
Initiatives What was the time given / utilized for each interaction?
C Learning and Growth
Objective What competency each faculty should have (each faculty
possess)?
Measures What value did faculty bring during admissions?
Targets What knowledge was transpired and customers were
satisfied?
Initiatives What was the Learning and Knowledge generated?
D Customer
Objective How the faculty could make the best impression and
appeared to customer?
Measures How many customers were satisfied due to interaction?
Targets What percentage customers were converted finally?
Initiatives What strategy was used to make customer (students) delight
to take admission?
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