HRM Balanced Scorecard

8/11/2019 HRM Balanced Scorecard

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Measures to Evaluate Performance

The diagram shown below depicts the Balanced Scorecard card approach and shows the four major

aspects that need to be considered while rating the performance of an employee which here in our

case is the member of the parliament. We will elaborate further as to how to measure the score of

an MP on this four fronts i.e. Finance, Internal Business Processes, Learning and growth, and theCustomers.

People-Electricity and water supply provided?

-Cost effective transportation provided?

-Facilities at Government hospitals

-Level of education in the constituency

-Employment opportunity generation

Economy

-Utilisation of funds provided by centralgovernment

-Encouragement for industrialisation andagriculture?

-How much revenue generated by publicsector and private sector ?

-Status of agricultural output of theconstituency?(depend on constituency)

Modus Operandi

-Level of corruption in governmentorganisation?

-Response time for solving queries of peopleat govenment offices in the constituency

-Status of law and order? Crime rate in theconstituency?

Popularity

-Number of people joining the party?

Following the ideology

-Past decisions their benifits and

consequences?

-Work done to create awareness among

citizens about epidemic diseases, new

technologoies, etc


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1. People (Customer):

Objective:The customers in this case are the people who voted for an MP, to make him their

representative. The objective is the satisfaction and fulfilment of the basic needs of people.

Improve the standard of living of the general household at economic level.

Measures: Work at the grass root level, in unison with the local MLAs to focus on the

commitment towards people. Hold the government officials accountable for delay in the

works of people. There should be a timely feedback of people, addressing their grievances.

Also take into account their suggestions for solving the problem.

Target: To ensure 24 hours electricity and water supply to the people of his constituency.

Access to basic medical facilities for every individual in the constituency by setting up

government hospitals. Ensure security of the people from any kind of internal and external

threat. Maintain communal harmony and peace in the constituency. Maintain proper

infrastructure and transportation facilities for the convenience of public at affordable price.

Initiatives: In order to save power and water proper billing system should be in place. This

will help in reducing theft of such resources. MPs should initiatenew infrastructure

development projects for the betterment of people. There should be timely repairs of roads,drainages, government hospitals etc.

2. Economic condition of the constituency (Financial):

Objective:The main objective under finance is to use the financial amount provided by the

central government in a best possible manner for the welfare of the people in the

constituency.

Measures:The MP during his tenure should help in increase employment in his constituency

by means of industrialisation or agriculture creating opportunities for local people. This willin turn add to the revenue generated by the state/UT. The public sector firms should work

efficiently and timelines should be maintained so as to become profit making entities

instead of loss making liabilities for state. The MP should keep a check on revenues

generated by public sector firms.

Targets:To set target an MP should focus on a plan of generating minimum one job per

house to make sure the well being of a particular family. Besides this, an MP can target the

distinctive capabilities of his state/ region, for ex, crops grown in that region, or any specific

skilled labour of that region etc, and focus on increasing employment opportunities for

people using Industrialisation or subsidies to encourage them.

Initiatives:People could be given employment under different infrastructure projects of

government, facilitate farmer-industry interaction forums, so that they both can channelize,

the resources to generate maximum revenue for state. Encourage private

investors/entrepreneurs by giving them tax rebates, concessions for their initial years. For

public sector firms, performance based appraisal should be started.

3. Modus Operandi(Internal Business Processes):

Objective: The objective here is to channelize and optimise the internal processes followed

by the government.

Measures: The MP should make sure that the various government officials under the

bureaucratic system works in a corruption free environment. Strict actions should be taken

against those who indulge in bribery related activities.


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Targets: To achieve corruption free business process to propagate maximum benefits of

government run schemes for the local people. In case of rural areas, ensure reach of

government subsidies and healthcare facilities.

Initiatives: The MP can appoint a Vigilance Team. This team will report directly to him about

the various malpractices followed by government officials that are acting as delaying factor

for inefficient business processes. Strict action likes suspension and judicial measures should

be taken against such corrupt employees. The MPs can also organise weekly Sabha, or online

complaint registrations to ensure that the glitches the system are overcome quickly. An MP

should head an auditing teamwhich will ensure both transparencies in funding of both

private and government offices/industries.

4. Increasing popularity (Learning and Growth):

Objective: The MPs should learn from the mistakes made in the past by MP of his state and

also from other constituencies and come up with better plausible solutions.

Measures: The MP should encourage communication between various departments underhim, so as to facilitate them with better understanding of problems faced by people of the

constituency.

Targets: The main learning objective is growth. Growth here applies in context of living

standards of people.

Initiatives: Use of ERP systems to standardise process followed across government offices

with the constituency of an MP.MPs could use Knowledge Management systems (KMS) to

facilitate peer to peer learning and also proper communication between government

officials. They should start new computer education centers across their constituency to

facilitate learning of modern technologies to people. MPs should start new government

colleges for all technical/non technical fields to facilitate learning to poor and needyindividuals transforming them into skilled labour. This in turn will benefit in increasing

industrial production of the state/region.

Suggestion for Implementation:

In order to have a balanced scorecard measuring the performance of an MP based on the above

mentioned factors, it is necessary that the government in power passes a bill in the house that will

make this Scorecard an official performance measurer for all MPs. If the bill gets passed with 2/3rd

majority in the parliament we would be able to have an accountability to the MPs work which

currently is not there in the present stem.

References:

http://www.opm.gov/policy-data-oversight/performance-management/reference-

materials/historical/using-a-balanced-scorecard-approach-to-measure-performance/

http://balancedscorecard.org/Resources/AbouttheBalancedScorecard/tabid/55/Default.aspx

http://energy.gov/sites/prod/files/maprod/documents/BalancedScorecardPerfAndMeth.pdf

http://articles.timesofindia.indiatimes.com/2011-04-15/india/29421016_1_mlas-duties-

accountability
http://www.opm.gov/policy-data-oversight/performance-management/reference-materials/historical/using-a-balanced-scorecard-approach-to-measure-performance/http://www.opm.gov/policy-data-oversight/performance-management/reference-materials/historical/using-a-balanced-scorecard-approach-to-measure-performance/http://www.opm.gov/policy-data-oversight/performance-management/reference-materials/historical/using-a-balanced-scorecard-approach-to-measure-performance/http://balancedscorecard.org/Resources/AbouttheBalancedScorecard/tabid/55/Default.aspxhttp://balancedscorecard.org/Resources/AbouttheBalancedScorecard/tabid/55/Default.aspxhttp://energy.gov/sites/prod/files/maprod/documents/BalancedScorecardPerfAndMeth.pdfhttp://energy.gov/sites/prod/files/maprod/documents/BalancedScorecardPerfAndMeth.pdfhttp://articles.timesofindia.indiatimes.com/2011-04-15/india/29421016_1_mlas-duties-accountabilityhttp://articles.timesofindia.indiatimes.com/2011-04-15/india/29421016_1_mlas-duties-accountabilityhttp://articles.timesofindia.indiatimes.com/2011-04-15/india/29421016_1_mlas-duties-accountabilityhttp://articles.timesofindia.indiatimes.com/2011-04-15/india/29421016_1_mlas-duties-accountabilityhttp://articles.timesofindia.indiatimes.com/2011-04-15/india/29421016_1_mlas-duties-accountabilityhttp://energy.gov/sites/prod/files/maprod/documents/BalancedScorecardPerfAndMeth.pdfhttp://balancedscorecard.org/Resources/AbouttheBalancedScorecard/tabid/55/Default.aspxhttp://www.opm.gov/policy-data-oversight/performance-management/reference-materials/historical/using-a-balanced-scorecard-approach-to-measure-performance/http://www.opm.gov/policy-data-oversight/performance-management/reference-materials/historical/using-a-balanced-scorecard-approach-to-measure-performance/

HRM Balanced Scorecard

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