Workforce Scorecard

Execute Strategy*/ By Mark A. Huselid, Brian E. Becker, and Richard W.
Beatty

Reviewer: Laurence S. Fink, /The University of Toledo/

The manpower carte

Thomas Friedmans best selling 2005 book, /The World Is Flat/ suggests
that a host of trends (organizational, social, global, economic,
technological, social, and political) have made it easier for companies
to compete around the humankind against each other. With increased access to
such things as technology, capital, birthday suit materials, information about
competitor business practices, and distribution channels, it is getting
harder for organizations to differentiate themselves from their
competitors. This new, ultra- free-enterprise(a), chop-chop changing business
environment requires organizations to find new ways to differentiate
their pass judgment proposition to customers to achieve strategic competitive
advantage. Many organizations argon now realizing that their intangible
people assets may provide one of the last sources of strategic
competitive advantage. However, these same organizations often have no
idea how to harness the pry of their people to improve strategy
implementation, positively affect the bottom-line, or excite a unique
value contribution.





Building on the Balanced bill model first introduced by Kaplan and
Norton in their 2000 book entitled, /The Strategy-Focused agreement:
How Balanced Scorecard Companies Thrive in the New Business
surroundings/, and then its application to the human resource function
in, /The HR Scorecard/, Huselid, Becker, and Beatty, apply these
concepts and techniques to custody measurement and management.

The books central premises are:

1) Workforce success depends on generating a hands with the culture,
mindset, competencies, and lead and workforce behaviors needed to
implement strategy; 2) The culture, mindset, competencies, and
leadership and workforce behaviors needed will vary by the different key
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