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Implementing an HR Balanced Scorecard
Finance & Accounting
Pages 12 (3012 words)
John Jones Dr Sullivan Finance 201 22 June 2012 Decision Analysis Financial Services Corporation Implementing an HR Balanced Scorecard Background Information Financial Services Corporation is a large money services corporation with offices throughout the United States, although it is mostly centered the East Coast of the country.
This was particularly true post September 11, 2001, when the Patriot Act and its companion Banking Secrecy Act changed and further complicated the way financial institutions did business, by requiring them to detect and stop money laundering procedures. Like many others in the banking industry, in the decade prior to 2006 FSC had acquired and merged with many other like firms. By that year the corporation was in the process of its largest merger to date, which was still some months off. In order to make the merger smooth and efficient, it became evident that most of their divisions needed to be streamlined and HR was one those divisions that were singled out. One of those options was the balanced scorecard; an idea that had been around since the early 1990’s and had been implemented several times during the decade by the Human Resources of FSC, albeit without much success. Issues Based upon “How to Analyze a Case” from Harvard Business School’s Case Study Handbook, there are four situations that occur in most cases. The first is the problem or in modern speak, the issues involved. FSC needed to develop a balanced scorecard (BSC) for is merger and had begun to identify problems with its Human Resources Division as early as 2002. ...
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