On this web-site hotel professionals will find: These 18 scorecards includes in total Key Performance Indicators, e. Guide for training KPI — 15 page e-book delivered as PDF file will explain how to plan and measure training performance of your hotel personnel. BSC Toolkit for Hotel:
Abstract Robert Kaplan David Norton The BSC method of Kaplan and Norton is a strategic approach and performance management system that enables organizations to translate a company's vision and strategy into implementation, working from 4 perspectives: Kaplan and Norton do not disregard the traditional need for financial data.
Timely and accurate funding data will always be a priority, and managers will do whatever necessary to provide it. In fact, often there is more than enough handling and processing of financial data.
With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated. But the point is that the current emphasis on financials leads to the "unbalanced" situation with regard to other perspectives.
There is perhaps a need to include additional financial-related data, such as risk assessment and cost-benefit data, in this category.
These are leading indicators: Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good. In developing metrics for satisfaction, customers should be analyzed in terms of kinds of customers and the kinds of processes for which we are providing a product or service to those customer groups.
Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements the mission.
These metrics have to be carefully designed by those who know these processes most intimately. In addition to the strategic management process, two kinds of business processes may be identified: Mission-oriented processes are the special functions of government offices, and many unique problems are encountered in these processes.
The support processes are more repetitive in nature, and hence easier to measure and benchmark using generic metrics. In a knowledge-worker organization, people are the main resource.
In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in a continuous learning mode.
Government agencies often find themselves unable to hire new technical workers and at the same time is showing a decline in training of existing employees. Kaplan and Norton emphasize that 'learning' is more than 'training'; it also includes things like mentors and tutors within the organization, as well as that ease of communication among workers that allows them to readily get help on a problem when it is needed.
It also includes technological tools such as an Intranet. The integration of these four perspectives into a graphical appealing picture have made the BSC a very successful methodology within the Value Based Management philosophy. Norton - The BSC: Translating Strategy into Action - Book: Maximizing Performance and Maintaining Results - Book:These lectures cover Balanced Scorecard that measures financial performance, customer satisfaction, internal processes and learning and growth.
Customer Service Balanced Scorecard Use this example of a Customer Service Balanced Scorecard as a starting point to build your own strategy map and KPIs, align the operations of customer service with overall strategy, and .
te aper Page 4 - DB Kay & Associates August The Model: A Balanced Scorecard for Customer Support Balanced Scorecard:A tool that translates an organization’s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic.
The balanced scorecard demands that managers translate their general mission statement on customer service into specific measures that reflect the factors that really matter to customers.
The Balanced Scorecard. Traditional financial reporting systems provide an indication of how a firm has performed in the past, but offer little information about how it might perform in the future.
The balance scorecard is used as a strategic planning and a management technique. This is widely used in many organizations, regardless of their scale, to align the organization's performance to its vision and objectives.
The scorecard is also used as a tool, which improves the communication and.