List 3-5 performance measurements to go with the following company goals and als

Question

List 3-5 performance measurements to go with the following company goals and also fill in the chart with each performance measurement.

1. To maintain an open and collaborative culture in order to attract and retain employees

2. To seek diversity among out employees

3. To ensure that our employees have achieved a sense of balance in order to give us the ongoing energy to be efficient and effective

Definition of Measure

Info about company:

List of Measures

Definition of Measure

Collection of Measures Monitoring of Measures eg: employee satisfaction rating by each satisfaction rating seven point scale collected by surveys that are operated on a quarterly basis Describe how management would monitor the performance. Will they only monitors expectations and if so how often? Will mgmt use benchmarking or continous imporvement issuea in Aernunting Edwention VoI, No V r 2001 HCS: Designing a Balanced Scorecard in a Knowledge-Based Firm Chris Moore, Beverly J. Rowe, and Sally K. Widener ABSTRACT: The purpose of this case is to enable you to design a performance measurement system using a balanced scorecard. This case is based on factual es and decisions faced by the real-world managers and employees of Holloway Consulting Services (HCS) (names and dollar amounts have been changed). HCS is a service firm that provides its customers with managed business solutions integrating outsourcing options with systems design and support. Curmently. HCs collects several financial and operational performance measures, however, Sharon Holloway, owner of HCS, is concened that these measures are not adequate for a firm that competes using intangible assets, especially human capital. Therefore she plans to implement a balanced scorecard in which performance measures are linked to the firm's strategy. This case provides you with the opportunity to develop a balanced scorecard that incorporates both traditional and nontraditional perfor mance measures within the strategic context of a knowledge-based firm INTRODUCTION haron Holloway methodically tapped the desktop with her pen as she gazed out the office window. The spectacular view of the sun rising over the moun tains escaped her notice. She slowly sipped her lukewarm coffee and mer tally ran through the situation once again. She had achieved every goal she had set in the last six years since she started Holloway Consulting Services (HCS). The company had become a strong competitor, developing customized information sys- tem designs that effectively integrate various outsourcing options with the client's existing internal support systems. Over the yeara she had helped her highly skilled, highly trained, and highly independent staff of consultants to become an excep tional team of experts, capable of handling the most arduous customer demands Development of strong interpersonal relationships had become the defining char acteristic of HCS. Thus, the company's success depended on the internal relation ships the staff maintained among themselves aa much as the external relationshipe Chris Moore is a Financial Analyst at Hewlett Packard, Beverly J. Rowe is on Assistant Professor at Colorado State University, and Sally K. Widener i sistant Professor at Rice Universi is We are grateful for the assistance provided by Jim Franzen, ooner of the firm depicted in this case study, We aso oppreciate constuctiuec Jeff Castereila, Denise Jones, Bill Mister, Anne McCarthy, Cherie O'Neil, Laurie Pont (associate editor), Don Samelson, Geraldine Shelton, to anonymous reviewers, and David E. Slout (editor)

Explanation / Answer

Performance Measurement List of Measures Definition of Measure Collection of Measures Monitoring of Measures Return on Investment The total investment in terms of time, money and human efforts against the benefits earned against the investment A) Time assigning project to expert B) Time taken to finish the project C) Project cost D) Cost of resources involved A) Once for per three projects of senior level expert B) Per project for Junior level expert or consultant Technical Knowledge Continuous on job training or on project training for all the experts which can help them to implement it in their respective projects A) Percentage scored in every training module B) Feedback from Trainers C) Overall Participation In training Scoring minimum 60 percent will be mandatory Learning ability, responsiveness, Alertness during training are measured per module Client Management It involves client relation with the consultant, satisfaction level of client towards the work, willingness to continue with the firm A) Customer satisfaction score B) Customer feedback C) Customer retention score D) Complaint Management E) Client Networking Quarterly basis with review meetings and score is linked directly with Employment Appraisal System

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