Critically evaluate the balanced scored card (BSC) approach to measuring and assessing the contributions of the corporate HR function

Critically evaluate the balanced scored card (BSC) approach to measuring and assessing the contributions of the corporate HR function

The BSC approach should be critically assessed. It is likely that other measurement approaches would also be highlighted (e.g. Activity & Results Measures (Effectiveness & Efficiency), Cost control & value creation, benchmarking, HR specific benchmarking indicators, developing the HR scorecard input to the BSC – common financial measures used (return on investment; break‐even; cost‐benefit analysis; financial statement analysis); HR Audits; Measurement of Human Capital.
Discussion of the BSC’s wide‐spread use should be acknowledged. A background in which the BSC evolved may also be given. Critical discussion of the challenges of adapting and implementing a BSC approach to HR. Examples would be expected. The answer might discuss how the BSC might be implemented on a global basis e.g. whether it is appropriate to use this approach in very diverse national and cultural settings.