HR Scorecard: Impact of Human Capital on Business Strategy

This report delves into the application and impact of HR Scorecards within the context of StarHub, a Singapore-based telecommunications company. The assignment explores the impetus for implementing an HR Scorecard, emphasizing its role in measuring human capital and aligning HR activities with overall business objectives. It examines the impact of human capital on various business outcomes, including cost leadership, differentiation, and focus strategies. The report proposes a comprehensive HR Scorecard, outlining key dimensions, objectives, and measurable targets related to business output, HR efficiency, and HR systems. It also details the implementation process, target audience, and how the scorecard information can be used to guide decision-making within the organization. The conclusion summarizes the key findings, highlighting the importance of HR Scorecards in improving operational efficiency and aligning HR with strategic goals, ultimately aiming to enhance customer satisfaction and drive business success.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note:

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Table of Contents
Introduction..........................................................................................................................2
Discussion............................................................................................................................2
Impetus of HR Scorecard.................................................................................................2
Impact of Human Capital on Business Outcomes...........................................................3
A).................................................................................................................................3
B).................................................................................................................................4
Key role in delivering this strategy..............................................................................4
Need to deliver the Strategy........................................................................................4
HR activity to support the business unit for business output.......................................4
Proposed HR Scorecard...................................................................................................5
Implementation of Scorecard...........................................................................................6
Conclusion...........................................................................................................................7
References............................................................................................................................8

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Introduction
StarHub is known to be a Singapore based organization that aims to deliver world-class
communication and digital solutions (Cui, 2017). The organization aims to provide range of
communication solution to people by making use of extensive fiber and wireless infrastructure.
The organization aims to develop government client’s solution by making use of cybersecurity
and data analytics (Marler & Boudreau, 2017). StarHub is committed to conduct its business in
environmental and sustainable way.
In the coming pages of the report, an idea has been provided with respect to impetus of
HR scorecard and impact of human capital on business outcomes. A HR scorecard has been
proposed which defines the measurement of objectives. A proper discussion has been carried out
on the target audience and how the scorecard information will be used for guiding people
decision.
Discussion
Impetus of HR Scorecard
Human capital measurement can be defined as the list of things that the employee of
StarHub should possess with respect to skill and experience. It is inclusive of knowledge,
education, qualification and professional certificates and competencies of StarHub workforce
(Collier & Zheng, 2016). Human capital measurement can bring huge number of benefits to
StarHub like
 Increase Employee Satisfaction.
 Enhances Retention rates.
 Improves the engagement of employees.
 Enhances rate of investment (ROI).
 Improvises communication in organization.
 Better recruitment methods.
 Much better culture for organization.
HR Scorecard: The main notion of HR scorecard is all about helping the business to
understand the value of human resource departments (Pratama & Ismail, 2018). In most of the

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cases, the challenge is often daunting as a result of unlike departments or even division. Human
capital is totally intangible and is very tough to measure the overall success of the organization
(StarHub). The very beginning step in the establishment of HR scorecard is all about looking for
certain areas of HR department. It is mainly done so that organization can contribute to the goals
of the organization. Proper measurement needs to be created so that organization can make an
identification of pay-for-performance outputs and training programs (Fink & Sturman, 2017).
HR scorecard comes up with large number of benefits like
Cost: All the required cost of Human Resource is easily measured and reported by the
help of scorecard (Safari Zandieh & Khanmohammadi, 2018). By using scorecard, manager at
StarHub can easily plan for human goals and expenditure.
Hiring: Hiring in StarHub can be tracked in human resource scorecard by making use of
number employees hired by each of the department (Recardo, 2016). Scorecard helps in keeping
a track of position vacancies and time needed for filling the goals.
Alignment with corporate goals: StarHub can make use of human resource scorecard
for keeping a track of human resource process and its effectiveness (Poonawala et al., 2016). It is
mainly done so that it can align with strategies and goals.
Impact of Human Capital on Business Outcomes
A)
Fitz-Enz’s Human Capital-to-Enterprise pathway states six points of model which is
needed to describe human capital in the present enterprise (Lin et al., 2016). As per this model,
there is mainly six interconnected tasks that need to be conducted like planning, development,
acquiring, monitoring, maintaining and lastly evaluation. For proper monitoring of this scheme,
scorecard will be based on various variables like cost, time, quantity, error level and lastly
reaction to find out different things (Chen, 2016). For each of the given function, manager can
easily access how the enterprise can work well.
Cost- Leadership Strategy: The main focus is all about low producer of cost in the
whole industry for the given quality level (Cui, 2017). StarHub aims to provide digital

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innovation which improves the life of the customer on daily basis. StarHub should focus on to
providing products at average price of industry so that they can earn much higher profit.
Differentiation Strategy: StarHub has come up with “Hello change” for the
development of their product and services. The organization aims to provide some unique
attributes that are valued by customers (Marler & Boudreau, 2017). StarHub aims to provide
products that are much better than the competitors. The added value for the uniqueness of the
product can help the organization to charge minimum amount for the product.
Focus Strategy: The focus strategy aims to emphasize on narrow segment which is there
to achieve differentiation and cost advantage (Collier & Zheng, 2016). StarHub can make use of
group that can provide much better services by focusing on high degree of customer loyalty.
Organization can make use of focus strategy for tailoring wide range of products.
B)
Key role in delivering this strategy
StarHub can make use of focus strategy on the niche market by having an understanding
of current market need. It tends to also highlight the unique requirements of various customer.
StarHub aims to deliver low cost and specified products in the market.
Need to deliver the Strategy
StarHub requires a good customer base for delivering this strategy. The main notion is to
attract high-value customers and provide them with high-quality service.
HR activity to support the business unit for business output
The key HR activity which is required for supporting business can be achieved by
recruiting individuals in this organization along with required qualities.

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Proposed HR Scorecard
Dimension Objective Measures Target
Business output  StarHub aims to
attract huge number
of customer in
Singapore. It is
mainly done so that
they can create a
good customer base.
 StarHub aims to
provide best quality
of service to its
customers.
 The feedback of the
customers on regular
interval for the
provided service.
 It is expected
that the 75% of
the received
feedback will be
positive.
HR
Deliverables
 Ensuring that
employees of
StarHub come up
with technical
competencies.
 Low staff turnover
in high performing
R&D specialists.
 R&D of employee
that require
competences.
 High turnover for
performing R&D
staff members
(Pratama & Ismail,
2018).
 Index rating is
expected to be
around 70%.
HR Efficiency  Minimizing the
overall cost of
recruitment.
 Overall cost per hire.
 Overall cost of R&D.
(Safari Zandieh &
Khanmohammadi,
2018).
 Minimum ROI
from various
recruiting
channels.
HR System  Selection of internal
and external staff are
 Selection of decision
is totally based on
 Around 5%
competency gap

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alignment totally based on
competency model.
 Recruitment process
emphasizes on high-
quality recruits.
this model.
 Survey of R&D for
employee
satisfaction.
is noticed.
High-
performance
Work System
 Making use of
competency model
which is required for
recruitment and
managing
employees (Fink &
Sturman, 2017).
 Establishing a
process of career
development.
 360 degree of
appraisal.
 R&D of staff in
process of career
development.
 Yield is expected
to be around
70%.
 Around 80% of
the selection is
found to be
successful.
Implementation of Scorecard
HR scorecard has been designed for attracting some of the target audience in StarHub
(Safari Zandieh & Khanmohammadi, 2018). It can be used for attracting both corporate and
business unit management, and journeymen IT staff members. Apart from this, both senior and
junior IT management of StarHub can be attracted.
Balanced scorecard will help the managers of StarHub to look into the business from four
main perspectives. It can be used for providing answer to some of basic question like
 How do the customers of StarHub see the organization? (Perspective of the
customers)
 What StarHub should excel in? (Internal Perspective)
 StarHub should improve and create value? (Innovation and perspective of
learning)

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 How does StarHub look to the Shareholders? (Financial Perspective)
Excellent customer performance can be achieved from different processes, decision, and
action that occurs in StarHub (Recardo, 2016). Manager of this organization needs to focus on
some of the internal operations which will help them in satisfying customers need. By the help of
scorecard information, people in StarHub can focus on manufacturing products, design
productivity and introducing new products.
Conclusion
From the above pages, the fact can be easily concluded that the report highlights on
StarHub which is a well-known telecommunication organization. The organization aims to
provide quality communication to homes and business. In the last two-three years, the overall
earnings of StarHub has declined a lot. The organization has made some reconstruction for
improving operational efficiency and productivity. StarHub has come up with ‘Hello Change’
campaign which is needed for addressing the increased changes in customer expectation. In the
above pages of the report impetus of HR scorecard has been provided. The last section of the
report deals with proposal and implementation of scorecard. The target audience of HR scorecard
has been discussed in brief.

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References
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303.
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Existing HR or Business Strategies to Measure the Impact and Success of HR
Intervention?
Cui, P. (2017, November). The Research on Strategic Human Resource Management and the HR
Scorecard. In 2nd International Conference on Humanities Science and Society
Development (ICHSSD 2017). Atlantis Press.
Fink, A. A., & Sturman, M. C. (2017). HR Metrics and Talent Analytics. The Oxford Handbook
of Talent Management, 375-390.
Lin, T. T., Paragas, F., Goh, D., & Bautista, J. R. (2016). Developing location-based mobile
advertising in Singapore: A socio-technical perspective. Technological Forecasting and
Social Change, 103, 334-349.
Marler, J. H., & Boudreau, J. W. (2017). An evidence-based review of HR Analytics. The
International Journal of Human Resource Management, 28(1), 3-26.
Poonawala, H., Kolar, V., Blandin, S., Wynter, L., & Sahu, S. (2016, August). Singapore in
motion: Insights on public transport service level through farecard and mobile data
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Knowledge Discovery and data mining (pp. 589-598). ACM.
Pratama, S., & Ismail, I. (2018). MENGUKUR KINERJA DENGAN HR SCORECARD
(STUDI PADA PT BPRS BHAKTI SUMEKAR, SUMENEP). Sustainable Competitive
Advantage (SCA), 8(1).
Recardo, R. J. (2016). A blueprint for transforming the HR function. OD Practitioner, 48(4), 38-
44.

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Safari, H., Zandieh, M., & Khanmohammadi, E. (2018). Proposing a Human Resource Balanced
Scorecard based on Dynamic Systems Simulation s-based. Industrial Management
Journal, 10(3), 367-386.