what is meant by good recruitment and bad recruitment??? and also about balanced score card.
From India, Hyderabad
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From India, Hyderabad
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Dear Sonal, Kindly be specific in your query as you are asking about 3 different things.... Regards, Anand
From India, Ulhasnagar
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2From India, Ulhasnagar
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Dear Sonam,
When it comes to recruitment, there is no official distinction between good and bad recruitment in HR terminology. The balanced scorecard pertains to a performance report that encompasses the achievements of all individuals, which are then consolidated into a departmental report and presented to the management. This report focuses on performance management, where actual accomplishments are compared against targets.
Regards,
Vikas Vasisht
From India, New Delhi
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When it comes to recruitment, there is no official distinction between good and bad recruitment in HR terminology. The balanced scorecard pertains to a performance report that encompasses the achievements of all individuals, which are then consolidated into a departmental report and presented to the management. This report focuses on performance management, where actual accomplishments are compared against targets.
Regards,
Vikas Vasisht
From India, New Delhi
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The balanced scorecard is a management system (not only a measurement system) that enables organizations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve center of an enterprise.
Kaplan and Norton describe the innovation of the balanced scorecard as follows:
"The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation."
The earliest Balanced Scorecards comprised simple tables broken into four sections - typically these 'perspectives' were labeled "Financial", "Customer", "Internal Business Processes", and "Learning & Growth". Designing the Balanced Scorecard simply required picking five or six good measures for each perspective.
From United Arab Emirates, Dubai
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Kaplan and Norton describe the innovation of the balanced scorecard as follows:
"The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation."
The earliest Balanced Scorecards comprised simple tables broken into four sections - typically these 'perspectives' were labeled "Financial", "Customer", "Internal Business Processes", and "Learning & Growth". Designing the Balanced Scorecard simply required picking five or six good measures for each perspective.
From United Arab Emirates, Dubai
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6 Balanced Scorecard A Strategic Management Tool.pdf
Balanced Scorecard.zip
Using Bi-directional Performance Management.doc