The Trainer's Balanced Scorecard: A Complete Resource for Linking Learning to Organizational Strategy

by Nitin Pangarkar; Teresa Kirkwood

• ISBN13: 9780470396179
• ISBN10: 0470396172
• Format: eBook
• Copyright: 2009-04-01
• Publisher: Pfeiffer

Summary

The 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.

Table of Contents

List of Figures, Tables, and Exhibits

Contents of the Website

Foreword

Preface

Acknowledgments

About the Learning Scorecard Website

Introduction

What You Can Expect from This Book

How This Book Is Organized

Some Advice When Reading This Book

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

Last Thoughts

The Balanced Scorecard

The Evolution of the BSC

History of the Balanced Scorecard

The Scope of the Balanced Scorecard

The Strategic Framework

Strategy Maps

Going Deep: Defining the BSC Perspectives and Metrics

Cascading Scorecards: Delivering a Strategic Message to the Masses

Potential Pitfalls of the Balanced Scorecard

Last Thoughts

Alignment with ManagementÆs Expectations

ManagementÆs View: From Performance Measurement to Strategic Management

ManagementÆs Expectations Versus LearningÆs Concerns

Closing the Communication Gap

Answering ManagementÆs Questions

Last Thoughts

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

Last Thoughts

Business Processes and Performance Measures

The Organizational Value Chain: Providing Real Value

The Value ChainÆs Proposition to the Customer

Deconstructing the Value Chain

Building the Learning and Performance Value Chain

Last Thoughts

Workplace Learning in Relation to Financial Performance

How Management Differentiates Between Investment and Expense

The Value of an OrganizationÆs Financial Statements

How to Tie Financial Statements to Management Objectives

Last Thoughts

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

Last Thoughts

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

Last Thoughts

The Case of Sky Air Limited

A Quick Review of the Basics

Case Application: Sky Air Limited

The Steps for Resolving the Case

Last Thoughts

The Learning DepartmentÆs Balanced Scorecard

Purpose of a Learning Department Scorecard

The Learning Department BSC: A Different Perspective

A Rapid Development Process for the Learning Scorecard

Last Thoughts

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

Last Thoughts

Conclusion

Appendices

The Case of Dofasco, Inc.

The Case of TD BankÆs Enterprise Balanced Scorecard: A Performance Measurement

The Case of The Canadian Physiotherapy Association

The Case of United Way of Kitchener-Waterloo and Area

The Case of Bell Canada

The Case of CMA Canada: Linking Strategy to Competency

The Case of Infosys: Competency Development as a Business Imperative

Resources and Readings

References

About the Author

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