Human Resource Case Study Assignment Help On HR Scorecard

Human Resource Case Study Assignment Help On HR Scorecard Constructing HR Scorecard

HR scorecard measures the effectiveness and efficiency of HR functions to achieve the company’s goals. Organizations use HR scorecards to measure its HR and Management strategies. HR scorecard is an effective high performance HR system, which includes supporting measures and initiatives. HR managers build a scorecard on the basis of organization’s strategic objectives (Becker, Ulrich, & Huselid, 2001).

In context of this Human Resource Case Study Assignment Help paper, Shire Pharmaceuticals Limited Company is selected to construct an HR scorecard. Shire PLC is a global specialty pharmaceutical company that aims to improve quality of patients’ life. Company works with specialist pharmacists, physicians, nurses and healthcare professors to develop medicines and provides healthcare facilities to customers (Shire Pharmaceuticals Limited, 2012).

Creating a HR Scorecard

While developing HR scorecard, management of Shire PLC would consider four dimensions that are HR deliverables, the high performance work system, external HR system alignment and HR efficiency. Shine HR mangers play an important to measure performance of HR through developing HR scorecard. Higher level in the organization not only controls operations, but is also responsible for improving work methods, procedures, solving problem on the job and maintain the communication between human resources (Makhijani, Rajendran & Creelman, 2009).

The follow following steps for developing an HR scorecard assignment help for Shire would be followed: Identify HR Deliverables: To develop an HR scorecard for business performance management system, management must identify the points of intersection between HR and strategic implementation plan of the company. These points are called HR deliverables. HR deliverables are classified into two groups, the performance drivers and enablers (Beatty, Huselid & Schneier, 2003).

Performance drivers are related with people’s capabilities such as employee productivity and satisfaction. For example, Shire PLC includes talented staffing in the research and development (R&D) functions. The R&D staff of company has wide industry knowledge that can help them to perform well. The performance drivers to improve the performance of employees within Shire would be identified. Without finding-out the performance drivers, managers cannot measure and improve the performance of human resources. So, the performance driver of Shire would be identified and then integrated directly into performance criteria by giving them equal weight to measure the performance of human resources. Performance enablers reinforce the core performance driver of the company (Erasmus & Schenk, 2008).

Without the properly aligned enablers, Shire’s HR managers will not implement new strategies or policies to improve the performance of employees. HR managers can be listed performance drivers in company’s balance scorecard through identifying the links between enablers and universal performance drives for creating value for the organization. High-Performance Work System: After defining HR deliverables, the step related with identifying and measuring the high-performance work system elements to generate these deliverables will be performed. HR Managers use most common approach to presents the proportion of achievement on each element through indicating, whether each element is up to standard or not. It will indicate each element with a toggle indicating red (below standard), yellow (marginal) and green (meets standard) indications (DuBrin, 2008).

These indications can help HR managers to identify the performance drivers and develop the high-performance work system in organization. Shire’s HR managers essentially include several key deliverables, while developing the high-performance work system. These are employment security, extensive training, and employee development, decentralization of decision making, reduction in status barriers across levels, and extensive sharing of financial and performance information related to company with the employees. HR Managers focus on compensation and performance management policies that attract, retain and motivate employees to perform well (Mitsuishi, Ueda & Kimura, 2008). Through designing and implementing an effective high-performance working system, HR managers of Shire can link every element in the HR system with organizational strategies.

High-performance work system creates an organization based on employee involvement, commitment and empowerment. High-performance work system interconnects human resource practices such as selection, performance appraisal, training and development, and compensation to enhance employees’ effectiveness and efficiency. Through developing effective high-performance management system, Shire can provide more opportunities to employees for improving skills. It facilitates regular performance appraisal of employees that motivates them to perform well and contribute in maintaining high-performance working system (Blazey, 2009).

High-performance work system is beneficial for Shire pharmaceutical to achieve its strategic goals through improving the performance of employees. Identify HR System Alignment: In this step, Shire’s HR managers will align system elements to reinforce HR strategy. Human resource alignment means integrating HR functions to ensure that HR management is contributing to achieve mission, goal and objectives of organization. HR managers are aligning HR system with strategic goals of the organization in support of HR accountability. Managers can assess how well HR staff is linked to strategic goals and explore the role of staff in strategic planning before aligning the HR system (Michalski, 2011). Managers can identify the best practices to align HR system according to the strategic goals of organization.

In the case of Shire pharmaceuticals, highly-talented staffing in R&D can perform well so it will play an important role in strategic planning. The staff members in R&D and higher level employees are key indicators of company that play an important role in the actual selection of policies; those are unique for each employee as per their needs and requirements (Nel, 2009). They can carefully choose range of HR activities and policies to align them with strategic goals of the company. Identify HR Efficiency Measures:  HR mangers of Shire could identify the HR measures to develop HR scorecard and measure the performance of HR system more appropriately.

It can identify HR measures through considering administrative or organizational efficiency. It should develop HR scorecard through highlighting links between costs and performance in HR measures. It can identify HR measures through collecting information of company’s clinical processes and patient outcomes for several years. Managers can includes the some broad quality measures in HR scorecard those are related to healthcare system such as bed occupancy rate, cost of charge per patients, cost per member per months, etc (Murray, 2003). It includes quality of care, patients’ safety initiatives and prevalence of hospital conditions because these measures help them to measures the quality and condition of operations.

The effective identification of HR measures helps manager to develop HR scorecard and measure the performance of HR according to the strategic goals of company.

References Beatty, R.W., Huselid, M.A. & Schneier, C.E. (2003). Scoring on the Business Scorecard. Organizational Dynamics, 32(2), 107–121. Becker, B.E., Ulrich, D. & Huselid, M.A. (2001). The HR Scorecard: Linking People, Strategy, and Performance. USA: Harvard Business Press. Blazey, M.L. (2009). Insights to Performance Excellence 2009-2010. USA: ASQ Quality Press. DuBrin, A.J. (2008). Essentials of Management (8th ed.). USA: Cengage Learning. Erasmus, B. & Schenk, H. (2008). South African Human Resource Management: Theory & Practice (4th ed.). SA: Juta and Company Ltd. Makhijani, N., Rajendran, K. & Creelman, J. (2009). Managing Human Capital in Indonesia. Indonesia: Pustaka Alvabet. Michalski, A. (2011). Human Resource Controlling in Small and Medium-Sized Enterprises: Components and Possible Approaches. Germany: GRIN Verlag. Mitsuishi, M., Ueda, K. & Kimura, F. (2008). Manufacturing Systems and Technologies for the New Frontier. USA: Springer. Murray, C.J.L. (2003). Health Systems Performance Assessment: Debates, Methods and Empiricism. World Health Organization. Nel, R. (2009). Puppets or People: People and Organisational Development: An Integrated Approach. SA: Juta and Company Ltd. Shire Pharmaceuticals Limited. (2012). Welcome to Retrieved from: