Organization today are more focused on hiring and staffing skilled personnel that are able to provide quality service leading to the realization of predetermined objectives. This is done through developing hiring and staffing metrics to measure the quality derived from these processes used in obtaining skilled employees (Phillips and Stanley 40-76). This paper will therefore address matters on having measurements for staffing and hiring, providing definition of the measurement, establishing a target, identifying the balance scorecard category, connection to a corporate strategic objective metric and identifying the stakeholders.
There is no one specific metric that can be used to the quality derived from staffing and hiring rather organizations have come up with myriad of ways to define these measurements depending on priorities. The organization’s common goal is focused on learning and growth with measurements ranging from competency training, professional development, innovation and process improvement. For this measurements to be effective they have to be aligned with the organization’s objective. In providing a measurement definition, managers should recruit and higher individuals who are knowledgeable with appropriate skills to undertake assigned tasks. They should also consider employee attitudes and enthusiasm towards the specific task as well as their cultural fitness through measuring performance, employee turnover levels and employing manager survey.
A target is then established to indicate the quality to be derived from the processes if well conducted. This could be the level of skills acquired, efficiency in processes, and level of innovation attained as well as general employee participation. Normally, a balance scorecard is to be viewed in four perspectives that is financial, consumer, business processes and learning and growth (Kaplan and Norton10-35). The balanced scorecard category will therefore be viewed in a learning and growth perspective so as to align with the company objective which falls under learning and growth (Ahn 441-461). In this perspective, managers are advised to focus funds on training of employees so as to achieve a knowledgeable-worker company. It also entails provision of tutor and mentors to workers as well as technology to promote their efficiency and foster innovation.
It is necessary to the company’s objective metric through improving and creating value as well as championing for innovation hence leading to the achievement of the organization’s common goal. This proves why there should be alignment between the two. The shareholders include the company itself, employees with shares in the company as well as individuals outside the company but have shares within the company. Therefore while training employees and equipping them with knowledge and skills for growth, the company should ensure shareholders value is optimized.
In summary, companies should embrace the use of balanced scorecards as well as the quality of managing employee staffing and hiring. This will help them realize their objectives as well as enable their employees acquire knowledge and skills that when applied will lead to the achievement of company goals. They should also establish measurements to govern staffing and hiring and ensure that the measures are understood by both managers and employees.
Works Cited
Ahn, H. "Applying the Balanced Scorecard Concept: An Experience Report". Long Range Planning 34 (4): 441–461. 2001.
Kaplan, Robert S.; Norton, D. P. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston, MA: Harvard Business School Press. 2000. Print.
Phillips, Jean and Stanley Morris Gully. Strategic Staffing. Upper Saddle River, NJ: Pearson/Prentice Hall, 2009. Print.
