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Here to Help Pty Ltd
Balanced Scorecard Implementation
Date of Report
Prepared by:
Prepared for: Chief Executive Officer
HTH Pty Ltd
Balanced Scorecard implementation
Page 2

1. Report Overview
The following report is all about here to help Pty ltd which is a business that
provides labor services in southeast Queensland. Staff merely assist more of the
business in most of function like accounts and administration on both the basis that is
temporary and permanent one (Shen, Chen and Wang 2016). HTH is considered to be
much more than the labor hire business. It does not only provide business with human
resource needs but also with staff deployment of host employer business who can also
get benefits from the service. Throughout the last 10 years, HTH has been running
business in more successful way (Akkermans and Van Oorschot 2018). They aim to
certain number of competitors as a result of solid and long client base.
In the coming pages of the report, a balanced scorecard has been provided
which comprises of three measures for each of the four perspectives. The next section
deals with the fact that how measure will improve the overall performance of HTH
Pty Ltd. An overview has been provided with respect to the steps of implementing
balanced scorecard.
HTH Pty Ltd
Balanced Scorecard implementation
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2. Identification of performance measures and evaluation
Strategic Objectives Performance Measures
Financial
 Maximise shareholder wealth
 Increase operating profit
 Reduction in operating costs
 HTH need to focus on overall margin
and growth sales. In addition, HTH
should focus on investment which is
needed for generating growth.
 HTH need to streamline management
costs. They need to create a system
where employees can easily access data
and information (Hansen and
Schaltegger 2016). This is mainly so that
all provided information is
synchronized for building back-office
administration.
 HTH require to have a cost-cutting goal
(Alharbi et al. 2016). Managers and
executives at HTH need to meeting
respect the money expected to be saved
without minimizing revenues.
Customer
 Improve customer service
 Increase customer base
 Provide a quality service with
matching the customer with
the right people.
 Improve knowledge of the
customers and their
employment needs
 HTH need to train their employees so that
they can have understanding with respect
to service methods and techniques
(Dinçer, Hacıoğlu and Yüksel 2017).
 HTH need to have excellent customer
support and service. HTH need to treat its
customer with proper respect and action.
 HTH need to train its staff members so
HTH Pty Ltd
Balanced Scorecard implementation
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that employee can have an idea with
respect to customer representation.
Internal business processes
 Improve speed matching host
employers with candidates
 Create new innovative services
for customers
 Enhance and maintain a
healthy work environment
 HTH employers can make use of
applicant tracking system which is
needed for finding the appropriate
candidate (Muda, Erlina and AA 2018).
 HTH should focus on solving the
problem of the customer requirement
and solving their problem.
 HTH need to focus on improving the
communication process among the
employees (Awadallah and Allam
2015). Both team members and upper
management need to focus on
communication methods.
Learning and growth
 Develop employees skills in
managing the needs of the
customer
 Improve employee satisfaction
 Innovation and new
product/service development
 HTH should focus on client management so
that it can the customer to feel good. One of
the best methods of gaining customer
service is keeping them updated.
 HTH should focus on providing training and
incensement (Malagueño, Lopez-Valeiras
and Gomez-Conde 2018). HTH should make
investment in providing training and
coaching.
 HTH need to make investment in time and
money where customer can have idea with
respect to value brought to them.
Table 1: Identification of performance measures
HTH Pty Ltd
Balanced Scorecard implementation
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3. Recommended Measures and Evaluation
Performance Measure Evaluation of measure and how the
measure links to improved financial
performance
Financial Perspective: Increase revenue by 10%
for the upcoming financial year.
The proposed measures in balanced
scorecard will help in effectively
managing and monitoring of performance
for the strategic goal. These will merely
help in bring organizational strategy for
life and performance (Gomes and Romão
2017). It has the ability to easily measure
over time for analyzing the successful
initiatives. By the help of BSC, various
stakeholders of the organization will help
in measuring both short- and long-term
objectives just at a single glance. These
will help in enhancing the overall
communication (Chaker, El Manouar and
Idrissi 2017). These measures will be
used for educating the workforce of HTH.
In addition, it will help in analyzing
overall performance impact on objectives
of HTH.
Table 2: Evaluation of measures
HTH Pty Ltd
Balanced Scorecard implementation
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4. Implementation of the Balanced Scorecard
Implementation of balanced scorecard in HTH organization comprises of
series of steps like
Identifying the need: HTH needs to form a cross-functional project team that
will have development and implementation of balanced scorecard from starting phase
to finish one (Gomes and Romão 2017). Implementation of balanced scorecard is
considered to be a valuable process which needs to treated with consideration and
commitment.
Defining the scope and Audience: As soon as the need of balanced scorecard
has been identified then the user needs to identify the scope and audience from it. The
mere focus of balanced scorecard is all about providing a measurement for
performance in most of the important areas (Quesado, Aibar Guzmán and Lima
Rodrigues, 2018). It is very much important to analyze the boundaries of balanced
scorecard. It is merely developed from the top down in each level of the organization.
Identifying activities and driver for most of the critical success factors: In
this particular stage, the most vital aspect is all about strategic plan for the functional
and organizational department (Shen, Chen and Wang 2016). There is need for
grounding the team for strategic goals and looking for market objectives. The overall
result of critical activities and driver aim to vary from team to organization.
Accessing the available data or information and Gaps: Understanding the list
of activities and initiatives, drivers from the earlier step (Akkermans and Van
Oorschot 2018). Stakeholders need to audit the data source which can be used for
constructing metrics needed for measuring it.
Giving Priority to Metrics: It is found to be as one the toughest step which the
team members need to determine for giving priority (Hansen and Schaltegger 2016).
HTH Pty Ltd
Balanced Scorecard implementation
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There is need for analyzing the criteria for analyzing the final metrics and targets
which will have a direct impact on the goal.
Developing the format: The final goal is the target of measuring and target for
identified along with data source (Alharbi et al. 2016). The team is completely
prepared to develop and guide the balanced scorecard.
Refinement: Balance scorecard is helpful in getting to the beta stage (Dinçer,
Hacıoğlu and Yüksel 2017). In the organization progress and strategies, balanced
scorecard needs to iterated and adjusted as per the need.
5. Pros and cons of implementing a Balance Scorecard
The benefits of balanced scorecard implementation in HTH are discussed
below like:
Providing a Clear Picture: The application balance scorecard is known to be
systematic and methodological equipment. It aims to provide a visual idea about how
the goals of the organization are met (Muda, Erlina and AA 2018). There is need of
action plan for achieving these goals. BSC has come up different legs which can make
the visualization process much easier and understandable.
Highlights the organization Performance: If balance scorecard is used in
correct way then managers at HTH can easily monitor performance of different
employees (Awadallah and Allam 2015). It helps in creating an action plan where
organization easily track the overall success of the organization with respect to
finance. BSC can highlight the number of leads generated or number of clients lost.
Making achievable goals: If balance scorecard is used in right way,
organization can easily solve the issues which are most important aspect of business
HTH Pty Ltd
Balanced Scorecard implementation
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(Malagueño, Lopez-Valeiras and Gomez-Conde 2018). It comprises of employee
satisfaction, employee skill, and internal business processes.
There are many drawbacks for implementation of balanced in HTH are given
below like:
Time-consuming and expensive: Manager of HTH has analyzed the overall
effectiveness of balanced scorecard which is needed for measuring the performance
and strategic planning. It comes up with drawbacks like cost and time (Gomes and
Romão 2017). Implementation of balanced scorecard is not that much simple and
requires training.
Need Data Mining: BSC is demanding in nature that requires to have
information from manager and will need to monitor the whole team. It also requires
the managers of HTH to have action plan (Chaker, El Manouar and Idrissi 2017). The
overall performance of manager can be easily affected.
6. Benefits to Stakeholders
There is list of stakeholders who will be directly benefitted from the use of
balanced scorecard like
 Shareholders
 Employees
 Customer
 Communities
 Managers
 Executives.
Conclusion
HTH Pty Ltd
Balanced Scorecard implementation
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The above pages help us in concluding the fact that the report is balanced
scorecard analysis along with proper recommendation. The report deals with an
evaluation of measures which is required for improving the overall financial
performance of HTH Pty Ltd. The next section of the report deals with the steps
followed for the implementation of balanced scorecard. All the benefits and
drawbacks of implementing balanced scorecard have been discussed in brief. The
most benefitted stakeholders for this implementation have been provided. HTH is a
business which aims to provide local business in the areas of southeast Queensland.
HTH client focuses on temporary staff at the time of fluctuation of business. The
service provided by HTH takes away the client which is time-consuming for retention
of human resource function like recruitment and selection. The process merely allows
business to easily continue and focus on things which they carry out.
HTH Pty Ltd
Balanced Scorecard implementation
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References
Akkermans, H.A. and Van Oorschot, K.E., 2018. Relevance assumed: a case study of
balanced scorecard development using system dynamics. In System Dynamics (pp.
107-132). Palgrave Macmillan, London.
Alharbi, F., Atkins, A., Stanier, C. and Al-Buti, H.A., 2016. Strategic value of cloud
computing in healthcare organisations using the Balanced Scorecard approach: a case
study from a Saudi hospital. Procedia Computer Science, 98, pp.332-339.
Awadallah, E.A. and Allam, A., 2015. A critique of the balanced scorecard as a
performance measurement tool. International Journal of Business and Social
Science, 6(7), pp.91-99.
Chaker, F., El Manouar, A. and Idrissi, M.A.J., 2017. The Dynamic Adaptive
Sustainability Balanced Scorecard: A new framework for a sustainability-driven
strategy. International Journal of Applied Engineering Research, 12(16), pp.6182-
6191.
Dinçer, H., Hacıoğlu, Ü. and Yüksel, S., 2017. Balanced scorecard based performance
measurement of European airlines using a hybrid multicriteria decision making
approach under the fuzzy environment. Journal of Air Transport Management, 63,
pp.17-33.
Gomes, J. and Romão, M., 2017, April. Balanced Scorecard: Today’s Challenges.
In World Conference on Information Systems and Technologies (pp. 648-657).
Springer, Cham.
HTH Pty Ltd
Balanced Scorecard implementation
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Gomes, J. and Romão, M., 2017. Aligning Information Systems and Technology with
Benefit Management and Balanced Scorecard. In Strategic IT Governance and
Alignment in Business Settings (pp. 112-131). IGI Global.
Hansen, E.G. and Schaltegger, S., 2016. The sustainability balanced scorecard: A
systematic review of architectures. Journal of Business Ethics, 133(2), pp.193-221.
Malagueño, R., Lopez-Valeiras, E. and Gomez-Conde, J., 2018. Balanced scorecard
in SMEs: effects on innovation and financial performance. Small Business
Economics, 51(1), pp.221-244.
Muda, I., Erlina, I.Y. and AA, N., 2018. Performance Audit and Balanced Scorecard
Perspective. International Journal of Civil Engineering and Technology, 9(5),
pp.1321-1333.
Quesado, P.R., Aibar Guzmán, B. and Lima Rodrigues, L., 2018. Advantages and
contributions in the balanced scorecard implementation. Intangible capital, 14(1),
pp.186-201.
Shen, Y.C., Chen, P.S. and Wang, C.H., 2016. A study of enterprise resource planning
(ERP) system performance measurement using the quantitative balanced scorecard
approach. Computers in Industry, 75, pp.127-139.
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