The Trainer's Balanced Scorecard: A Complete Resource for Linking Learning to Organizational Strategy
DescriptionThe balanced scorecard (BSC) is increasingly the strategic business tool of choice for many organizations. One of the four components of the BSC, ?learning and growth,? is largely misunderstood, underutilized, and ineffectively applied. The BSC framework provides an opportunity for management and workplace learning and performance professionals to communicate through a common language, establish realistic and measurable targets, and align and support the rest of the organization in a strategic way. This book provides proven guidance and customizable tools to measure the role of learning and performance, link it to organizational objectives, and communicate to management results in a common language.
Contents of the Website.
About the Learning Scorecard Website.
What You Can Expect from This Book.
How This Book Is Organized.
Some Advice When Reading This Book.
Chapter 1: Defining Organizational Strategy.
The Importance of Strategy: What It Is.
Types of Strategy.
Corporate Strategy Versus Business Strategy.
Factors Affecting Strategy.
What Management Wants to Know.
Workplace Learning and Its Role in Strategy Development.
Fostering a Learning Culture to Move Beyond ROI.
Moving Beyond ROI and Toward Strategy.
Making Learning Relevant to Management.
Chapter 2: The Balanced Scorecard.
The Evolution of the BSC.
History of the Balanced Scorecard.
The Scope of the Balanced Scorecard.
The Strategic Framework.
Going Deep: Defining the BSC Perspectives and Metrics.
Cascading Scorecards: Delivering a Strategic Message to the Masses.
Potential Pitfalls of the Balanced Scorecard.
Chapter 3: Alignment with Management’s Expectations .
Management’s View: From Performance Measurement to Strategic Management.
Management’s Expectations Versus Learning’s Concerns.
Closing the Communication Gap.
Answering Management’s Questions.
Chapter 4: Business Data and Performance Metrics.
Using Business Data to Develop Strategic Learning Solutions.
The Role of Workplace Learning and Performance.
Non-Financial Performance Measures.
Specific Factors That Drive Performance.
Chapter 5: Business Processes and Performance Measures.
The Organizational Value Chain: Providing Real Value.
The Value Chain’s Proposition to the Customer.
Deconstructing the Value Chain.
Building the Learning and Performance Value Chain.
Chapter 6: Workplace Learning in Relation to Financial Performance .
How Management Differentiates Between Investment and Expense.
The Value of an Organization’s Financial Statements.
How to Tie Financial Statements to Management Objectives.
Chapter 7: Developing the Learning and Growth Perspective .
Learning and Growth Perspectives.
Traditional Performance Thinking Versus the Balanced Scorecard.
An Organizational Perspective of Learning in the BSC.
Developing Performance Metrics for Learning and Growth.
Applying the Learning and Growth Performance Metrics.
Chapter 8: An Application of the Learning and Growth Perspective.
Developing Learning and Growth Perspectives.
Executing Learning Strategy.
Demonstrating Results for Learning .
Facilitating the Development of Learning and Growth Metrics.
Chapter 9: The Case of Sky Air Limited.
A Quick Review of the Basics.
Case Application: Sky Air Limited.
The Steps for Resolving the Case.
Chapter 10: The Learning Department’s Balanced Scorecard.
Purpose of a Learning Department Scorecard.
The Learning Department BSC: A Different Perspective.
A Rapid Development Process for the Learning Scorecard.
Chapter 11: Factors Affecting Strategy, Balanced Scorecard, and Workplace Learning.
The New Variables: Technology, Workers, and the World.
Expectation of Return on Workplace Investment.
Managing Learning for a Generational Workforce.
Developing the Entrepreneurial Employee.
Developing Specialists, Not Generalists.
Increasing Trend for Customer Intimacy.
Managing Knowledge for Maximum Benefit.
Appendix A: The Case of Dofasco, Inc..
Appendix B: The Case of TD Bank’s Enterprise Balanced Scorecard: A Performance Measurement.
Appendix C: The Case of The Canadian Physiotherapy Association.
Appendix D: The Case of United Way of Kitchener-Waterloo and Area .
Appendix E: The Case of Bell Canada.
Appendix F: The Case of CMA Canada: Linking Strategy to Competency.
Appendix G: The Case of Infosys: Competency Development as a Business Imperative.
Resources and Readings.
About the Author.
|Exhibit 1.1. Are You Able to Define Your Organization's Strategy?||Download|
|Exhibit 1.2. Defining Your Organization's Expectations||Download|
|Exhibit 2.1. Cause-and-Effect Relationship to Learning and Growth||Download|
|Exhibit 3.1. Critical Questions||Download|
|Exhibit 3.2. Thinking Like They Do||Download|
|Exhibit 3.3. WLP Concerns||Download|
|Exhibit 3.4. External Perspectives ||Download|
|Exhibit 3.5. Internal Perspectives||Download|
|Exhibit 3.6. What Is Management Asking You?||Download|
|Exhibit 3.7. Responses to Management's Questions||Download|
|Exhibit 4.1. Learning Based on Strategic, Tactical, and Operational Data||Download|
|Exhibit 4.2. Key Performance Measures||Download|
|Exhibit 5.1. Define Your Organization's Value Proposition ||Download|
|Exhibit 5.2. Identifying Your Value Chain||Download|
|Exhibit 5.3. Assessing Employee Skills and Knowledge||Download|
|Exhibit 6.1. Balance Sheet Value Creation ||Download|
|Exhibit 6.2. Income Statement Value Creation||Download|
|Exhibit 7.1. Initiative Selection Template||Download|
|Exhibit 7.2. Initiative Prioritization Template||Download|
|Exhibit 7.3. Sample Initiative Prioritization Template ||Download|
|Exhibit 7.4. Initiative Description Template||Download|
|Exhibit 7.5. Improving and Creating Value||Download|
|Exhibit 8.1. Identifying Strategically Critical Areas||Download|
|Exhibit 8.2: Strategic Linkages Analysis ||Download|
|Exhibit 8.3. Identifying Objectives||Download|
|Exhibit 8.4. Customer Perspective Performance Measures ||Download|
|Exhibit 8.5. Internal Process Perspective Performance Measures ||Download|
|Exhibit 8.6. Financial Perspective Performance Measures ||Download|
|Exhibit 8.7. Balanced Scorecard Initiatives ||Download|
|Exhibit 8.8. Balanced Scorecard Initiatives and Learning Initiatives ||Download|
|Exhibit 8.9. Balanced Scorecard Learning Initiatives and Performance Metrics||Download|
|Exhibit 9.1. Identifying Strategically Critical Areas||Download|
|Exhibit 9.2. Strategic Linkages Analysis ||Download|
|Exhibit 9.3. Customer Perspective Performance Measures ||Download|
|Exhibit 9.4. Internal Process Perspective Performance Measures ||Download|
|Exhibit 9.5. Sky Air Learning and Growth Analysis||Download|
|Exhibit 9.6. Sample Completed Balanced Scorecard Learning Initiatives and Performance Metrics||Download|
|Exhibit 9.7. Completing Sky Air's Learning and Growth Perspective ||Download|
|Exhibit 10.1. Financial Perspective: "How Do We Look to Our Stakeholders?"||Download|
|Exhibit 10.2. Customer Perspective: "How Do Our Customers See Us?"||Download|
|Exhibit 10.3. Internal Process Perspective: "What Must We Excel At?"||Download|
|Exhibit 10.4 Learning &Growth Perspective: How Can Learning Continue to Improve & Create Value?||Download|