Human Resource Management Strategies

Human Resource Management Strategies Introduction The importance of international human resource management is getting increase everyday as we have globalisation and internationalisation over the world. As a result, numbers of the multinational companies are getting increase. According to Brewster et al. (2007), the multinational companies are increasing and there is economic dominance as 80% of the industrial output for the world is produce by the worlds 1,000 largest companies. Brewster et al. (2007) also mentioned that as the number of multinational company increases, global transferring is increasing such as sending works between team members of the company based everywhere over the world. In addition, through this trend, diversity is increasing within the organisation and the multiculturalism must be carefully considered by the organisation to utilise its human resources effectively in their organisation. The one of crucial role of human resource manager is developing effective human resource management policies and practices for organisation such as recruitment, reward, training, development, flexibility, work-life balance, employee relations and communications (Brewster et al, 2007). However, these policies and practices can be varied between national cultures. Rosenzweig and Nohria (1994) argued that HR is the area of management most likely to be subject to national differences (Cited in Brewster et al, 2007). In these days, many large companies are trying to expand the company from their own country of origin to all over the world. These multinational companies are all facing same issues, which are developing policies and practices for the human resource management in their subsidiary overseas operations. In this paper, as a senior human resource manager of a multinational company in the Great Britain, will be discussed the main factors which will be considered while developing policies and practices for subsidiary in Latin America and also differences of policies and practices between the UK and the Latin America subsidiary operations. Culture Before start its operations, it is crucial that company looks for cultural differences between home and subsidiary countries. Briscoe et al. (2009) defined the culture, Culture is the characteristic way of behaving and believing that a group of people have developed over time and share. Brewster et al. (2007) argued that it is important managers to know how organisation formation and process, leadership idea, human resource practices can be affected by national cultural differences in this borderless world. These differences could make crash when the company start operations in various countries. According to Briscoe et al. (2009), these differences will become striking challenge for the company when people in the company has less knowledge or uncomfortable with these differences. In result, both operations and their human relations within the company will be failed. Briscoe et al. (2009) also added that when company uses their home country practices for activities such as recruiting in their overseas subsidiary, it will lead alienation and lack in trust and could be further more consequences. As many authors and scholars mentioned, it is important to look at the cultural differences between home country, which is the Great Britain, and overseas operations in Latin America. For the point of departure, Elvira and Davilla (2005) recommended to use the Hofstedes research as it is widely known, accepted and used to explore the cultural differences. Briscoe et al. (2009) also mentioned that Hofstede made the first major study and best known of the studies of the differences in national cultures. Hofstede discovered that the cultural differences could be divided and described by four factors: power distance, uncertainty avoidance, individualism, and masculinity (Brewster et al, 2007). Power distance The power distance dimension shows the level of equality within a society. According to Elvira and Davilla (2005), that the larger the power distance, the lesser the equality in a society, and the small the power distance the higher the level of equality in a society. It can be clearly defined that the Latin American countries are highly scored in the Hofstedes power distance index ranking table (Hofstede, 1991 cited in Brewster et al., 2007). According to the Hofstedes ranking table, five of ten countries at the top of table are all Latin American countries; it is Guatemala, Panama, Mexico, Venezuela, and Ecuador. The rest of Latin American countries also highly placed in the ranking table. Lucas et al. (2006) argued that high power distance countries like the Latin American countries, there are strong trend of hierarchical organisations and monocratic leadership. This argument can be proved by Hofstedes mentions, that the high power distance societies are more likely to be centralised and pyramid shape and a lot of superiors existed, large income gap between professions, a large scale of unskilled labours, and a higher respect for office jobs than jobs in manufacturing sector (Hofstede, 1982 cited in Elvira and Davilla, 2005). By contrast, the Great Britain scored low, which is rank 42 in the ranking table with Costa Rica, the one of Latin American countries. Not like the others, Costa Rica has lower power distance in their society. The Great Britain, however, scored low compare to the most of Latin American countries. Lucas et al. (2006) explained that the low power distance countries like the Great Britain mostly have horizontal structures and more democratic style of management. This kind of societies often called as equal society. Uncertainty avoidance Uncertainty avoidance dimension refers to the degree which members of a society desire structures, which has clear rules for appropriate performance (Elvira and Davilla, 2005). Brewster et al. (2007) also argued that the uncertainty avoidance is about the degree, which societies feel threatened by indefinite situations and try to escape ambiguous situations. According to Hofstedes uncertainty avoidance index ranking table (Hofstede, 1991 cited in Brewster et al., 2007), Latin American countries such as Guatemala, Uruguay, Peru, and Chile has highly ranked, which was in the top ten of table. The rest of Latin American countries also have highly ranked in the table. The companies in high uncertainty avoidance countries like Latin American countries, has strong bureaucracies, task-oriented, rules, and job constancy. In result, in Latin American countries, they fight with uncertainty situations through these strong bureaucratic management styles an in addition, Hofstedes mentions can support this argument that they are less willing to make individual or risky decisions, ritualised, and dependent on power to control uncertainty (Hofstede, 1982 cited in Elvira and Davilla, 2005). By contrast, the Great Britain clearly divided into different category from the Latin American countries, which can be seen from the table. They placed in rank 47 in the rank table, which is nearly bottom of table, it means they are totally different from the Latin Americans. Lucas et al. (2006) argued that the companies in the low uncertainty avoidance countries are encouraging more diversification in the views and have more flexible structures. In result, companies in the Great Britain are not relying on the power or others in their organisation to deal with the uncertainty situations, totally opposite from the Latin American. Individualism Individualism is the degree to which people prefer looking after themselves and performing individually rather than group working (Elvira and Davilla, 2005). Great Britain has ranked high in the Hofstedes individualism index ranking table (Hofstede, 1991 cited in Brewster et al., 2007), placed in third place following the USA and Australia. Great Britain is one of the highly individualist cultures in the world. According to Lucas et al. (2006), in highly individualist cultures like Great Britain, people in the society cares themselves and their family, and it is important for them to make achievement for themselves. By contrast, most of Latin American countries has ranked lower in the table, especially, Venezuela, Panama, Ecuador and Guatemala has places at the bottom of table. It means that they are low in individualism, which can be said that they are highly collectivist countries. According to Elvira and Davilla (2005), companies in collectivist countries, they concern individual as well as family welfare and people have a sense of duty and loyalty for the company. Hofstede (1991) argued that there are strong relationship between high power and collectivism. Hofstede added that if people dependent on each other in the group, they usually dependent on power distance figures. However, Hofstede explained that there are exceptions, for instance, France, which has high power distance with strong individualism (Hofstede, 1991 cited in Brewster et al, 2007). Masculinity Masculinity is the opposite of femininity (Lucas et al., 2006). According to Brewster et al. (2007), masculinity measures the extent to which the dominant values are male, such as assertiveness, the acquisition of money and goods, and not caring for others. Elvira and Davilla (2005) also argued that these values are related to the social role of men overcome other values like life quality, human relations, service, caring for the weak and goals related with womens roles. According to Hofstedes masculinity ranking table (Hofstede, 1991 cited in Brewster et al., 2007), Latin American countries has a dispersed scale of highs and lows. Venezuela, Mexico and Colombia highly ranked in the table, which is in the top eleven, however, Costa Rica and Chile ranked nearly bottom of table while the others are placed in the middle of table. Great Britain also expressed moderate value in the table; ranked at the ninth, which can be said it is a bit highly masculinity culture. Policies and practices So far, discussion of the cultural differences between home and overseas operations has been made. Theories and analyses of cultures and cultural differences are clearly studied and it will lead to help on developing the companys policies and practices in Latin America. However, in advance, defining and studying of the general policies and practices in Latin America will make this development further forward. Elvira and Davilla (2005) argued, at present, human resource management policies and practices in Latin America are mostly influenced by dominant global theories or imported practices from foreign countries. In result, these imported policies and practices are often cause failure when they implementing on their original plan. Montano (1991) also argued that these policies and practices would not fit to the general Latin American workers (Montano, 1991 cited in Elvira and Davilla, 2005) Another trends in Latin American countries are, that there are strict manufacturing processes and management control systems that stop workers development by reducing their decision making rights. In addition, there is an informal structure that symbolically compensate is going on for the impersonality of firm bureaucracies (Elvira and Davilla, 2005). Montano argued that theories are not needed to control the Latin American workers, while informal structure exist, Latin American companies will staying at the market (Montano, 1991 cited in Elvira and Davilla, 2005). Recruiting, staffing promotion In Latin America countries, recruiting is normally based on personality characters and physical characteristics (Elvira and Davilla, 2005). Abarca et al. (1998) highlighted, in Chilean companies, it is crucial that they primarily consider the physical characteristics such as appearance, age, and gender for selecting managerial staffs. In addition, it is vital to have good relationship with rich families, colleagues, or geographical bonds because it is most effective way to be promoted in the company hierarchies rather than their talent and ability (Abarca et al., 1998 cited in Elvira and Davilla, 2005). Husted and Serrano (2002) also argued that many companies in Latin America have been run as family business for several generations (Husted and Serrano, 2002 cited in Elvira and Davilla, 2005). In result, labour markets are small in Latin American countries and it means that people finds difficult to find jobs. As mentioned earlier in the precious section, about the Masculinity, quite many Latin American countries seem as high masculinity society and this fact is partially supported by Elvira and Davilla (2005) as they mentioned that women in Latin American countries are mainly works in manufacturing sector rather than authority positions because of few reasons and the one is companies in Latin America has negative attitude toward women in authority roles. Reward recognition It is crucial to develop motivation schemes for workers in the company to utilise their ability well. Before actually build the motivation scheme, it is important to consider the meaning of work for them. According to Elvira and Davilla (2005), in Latin America, family is central in workers lives. Generally, important aim for work is seen as to provide high life quality for the workers family. For this reason, companies in Latin America try to provide support and benefirs for workers family. According to Elvira and Davilla (2005), companies in Latin America provide health care, scholarships, support for purchasing education materials, and mortgage credit. Due to a family-oriented culture in Latin America, companies are never giving up thinking motivation schemes for workers as well as families. Elvira and Davilla (2005) also mentioned that many companies in Latin America hold many family events such as yearly family-day visits to the company, organise picnics, many different parties for the family, celebrate Mothers Day and Childrens Day, and offering some training courses as well. Training development Wilkens and Pawlowsky (1997) reported that 90 percent of the workers in an assembly plant in Mexico were unskilled or at most semi-technically skilled. This is due to lack of investment on training programmes by companies (Wilkens and Pawlowsky, 1997 cited in Elvira and Davilla, 2005). Chantell et al. (1999) and Lawrence and Lewis (1993) also argued that it is serious problem for Mexican workers that they have shortage of knowledge, education, and analytical and communication skills. Because this shortage delays the functioning of management practices, for instance, Just-In-Time production systems (Chantell et al., 1999 and Lawrence and Lewis, 1993 cited in Elvira and Davilla, 2005) The companies consider training the workers in modern management practices, however, they know that not all practices would match which local characteristics and some might be refused by workers or could be modified according to the Latin Americans style and experience (Chantell et al., 1999 and Sargent and Mattews, 1998 cited in Elvira and Davilla, 2005). Peterson et al. (2003) found the good example of training that US subsidiary taught Mexican employee to express their opinion at the company because they use to have fear of being sanctioned (Peterson et al., 2003 cited in Elvira and Davilla, 2005). Relations communications The information or communications flows mostly from top to bottom, as there are hierarchy and vertical structures at the companies in Latin America. There are often communication barriers exists for managers as Latin American managers prefer and favoured centralisation preferences (Wilkens and Pawlowsky, 1997 cited in Elvira and Davilla, 2005). The companies in Latin America, they consider personal contact vey seriously as they importantly consider the harmony and good labour climate. Elvira and Davilla (2005) argued, Social interaction and friendship are important conditions for good and stable labour relations here. Thus, someone who is courtesy and diplomacy can be highly valued. Conclusion To develop the human resource management policies and practices, it is crucial that we clearly define the cultures of the home and subsidiary countries as well as cultures of the company. Defining is not just enough to be success. The company needs to find out best matches of policies and practices for both subsidiary and company itself. In other word, we need the policies and practice, which can make both subsidiary and company in home country happy about it. There are often big difference between national cultures and company cultures. It is not great idea company to push their subsidiary to adapt original company culture and also conversely, it is also not great idea company to adapt whole culture of the subsidiary country. The headquarter might seriously consider the various different types of approaches that it mentioned earlier in this paper such as ethnocentric, polycentric, geocentric, or regiocentric. Based on research, company could decide which approach is the best answer for them. The best-known culture of Latin America is the paternalism management, in other word, family style of management. Each members of company are dependent on each other, cares each other and they higher valued for group loyalty. This is what we dont have in the home country in Great Britain. The company can utilise this advantage culture with what they are good at. However, company also need carefully consider about employees priorities such as family-oriented living or religiosity. It might be a too obvious suggestions, however, it is crucial to clarify what is good about Latin American culture and also same for companys culture and should be well mixed them to make synergy effect. There is no one best answer, however, at least this study found reasonably good answer based upon research and analysis. Human Resource Management Strategies Human Resource Management Strategies It is very difficult to define Human Management Resources. This term basically work with in two different approach. It is used to explain the body of management movements covered in books as a one way and other way it is a term equally and extensively used to contribute meticulous loom to the managing persons which is obviously diverse from the first aspect i.e. of personnel management. Armstrong, 2007 Aims of HRM: The main and the primary aim of the human resource management is to achieve the sucsess in organization by the pople. According to Ulrich and Lake (1990), HRM systems can be the roots of organizational potentialities that allow firm to learn and capitalize on new chances. Armstrong, 2007 Introduction How well did your manager manage your stress? The basic and the important task of the Human Resource Management is to manage the employees and get the work done properly by satisfying the employees by giving them bonus or some kind of awards if they are working good for the company and in short we can say that company should give rewards to the employees which are working hard and should give something in returns to the employees so they will be more interested in the working of the company. Basically the topic says that how manager manage your stress. That clearly means that manager is the person who is answerable to the head persons for the work and task been performed. Thus manager is the person who will manage everything and make sure that the work is been done on time and with the perfection. Thus manager manage stress by giving him/her extra complements about the work and will give a good feedback to the head persons which will give rise to the extra bonus and rewards to the particular person. Atkinson, William. Electric Light Power, Vol. 82. Zofi, Yael Sara, For the Continuing Care Professional, Vol. 58 Ross, Judith A., Harvard Management Update, Apr2009. Specific HR Strategies: The specific HR strategies set out what the organization intends to do in areas such as: Continuous improvement Providing for continuous and focused incremental innovation sustained over a period of time. Talent management How exactly the firm intends to win the war of talent. Resourcing Retaining and attracting high-quality people. Knowledge management Capturing, creating, sharing, acquiring and using instruction to improve the performance and learning. Reward There should be a perfect goal of the organization that what organization need to do in the longterm implement and develop the reward policies, processes and practices will help the further accomplishments of the business objectives and needs of stakeholders. Learning and developing The employees should be encouraged to develop and learn by providing them such an environment. Employee relations Determine the aim of the organization about the basic requirement that they want to achieve i.e. which they want to get it done and what are the needs that are to be distorted in the traditions in which the business runs its connection with employees and their trade unions. Susman. Broker Magazine, Jun/Jul2004. Miller, Jeffrey. Insurance Advocate, 3/10/2008. Lacey, Holda. Travel Trade Gazette UK Ireland, 6/10/2005. Bolton, Brian. Personnel Psychology, Spring80, Vol. 33. Let us take an example to understand it more clearly; here we will focus on the current stress management system employed by KFC and its analysis. KFC hasnt employed any particular system to monitor stresses of their employees but they are compliant to the local labor and health safety law. This permits them to discount their stress management system. As compliance with those laws make them to stop doing any unethical and unlawful activities. There are other issues which are also related to stress management this things are not part of any law but these are the management practice by the KFC authority. These are presented below: Employees are allowed to take leave in case of stress related physical disorders and this leave are on payment. In case of burglary or something unwanted on the work place which can cause stress on their employees mind they send them to leave on  payment. They solve other minor stress related issues by counseling the problem and supporting morally or physically whichever is needed or both (varies to demand of the situation). As these topics indicate that they are protected by the law mentions above which gives a substantial protection against stress. And this also allows KFC to maintain good level of satisfaction. In spite of not having a proper stress management system but complying with these laws control the stress at workplaces. How well did your manager manage your stress? The manager is a person in the job unit who takes all my stress away as when I have a stress of going college he is the person who manages my job properly and give me an alternative way. The manager is a person whom you can directly approach and who is answerable to the employees and the head authorities as well. Manager at the market place has all the authority to do but he always does the thing which will give the maximum benefit to the company and will give up maximum to the organization as if organization gets good profit than obviously that manager will get a reward out of it and will probably get a promotion as well. The manager is a person who manages the employees stress at the work place as well. There are so many kind of stress seen at the work place like too much work, sometimes have to work overtime, sometime the target is very high to achieve. Thus this are the ways to be taken into consideration by the manager at the workplace as the manager wants to decrease the stress of the employee on the workplace. The stress is reduced by the manager to get the accuracy in the work and to get the things done with perfection. The stress on the employee makes the employee to work less and because of this the work done will never be perfect because while doing the work attention is very necessary to be kept in doing things properly. The manager manage the stress and give bonus or rewards to the employees at times so that the employees are happy and do the work with which the company gets the best work done and because of that again the employees will be eligible to get the bonus out of it. Stress is the most common word in todays life as plenty of people like us great effort at get their work life balanced. This is a so called fact that stress has sometimes a contrary effect on the employees commitment to work, staff turnover, staff work and productivity, attendance levels, as well as on customer satisfaction and organizational image and reputation. Managers job is to manage the things going in the business and manage the whole staff and also supervise the whole floor to get the perfect accuracy in work. The people are sometime told to work more to get the work done but due to that also the employee feel stressed because of the hard professional life so this is to be taken into control to avoid the problems taking place in the future in the business unit. Middleton, Gemma. Accountancy Ireland, Apr2008. Donaldson-Feilder, Emma, Strategic HR Review, 2008. Noer, David. BusinessWeek Online, 7/27/2009. Urwin, Tony. Occupational Health, Aug2006. Guld, Michael. Supervision, Oct2008. Some of the present information about KFC regarding Stress Management is as follows: There are stressors which are common in nature as other organizations. These stressors mainly transfuse the stress into the employees of KFC. Among those stressors some of them very highly influence some varies from moderate to low degree influence. Other insignificant stressors are not considered for the simplicity if the model. There are also existing relations between the stressors which increase the complexity of the model. As task demand highly influence the role demand of a job and both of them are a stressor of KFC so this interdependence also plays a great role in determining the stress. Level of Stress: a) High High level of stress has been created by the task demand, temperature of the kitchen and nationality. It is seen in the survey that all the respondents give emphasis on the task demand as it puts a lot of pressure on them. Temperature is an issue when it is a rush time and kitchen are very busy at that time some of employees feel stress working in the kitchen and nationality plays a part as many of the migrant people work in KFC and in this study 2 of them are surveyed and it is found that there tolerance level to bear the stress is quite low than the British employees. b) Moderate Among Moderate level of influencer role demand space and sex of the employees are prominent. As role demand can create confusion which leads to the work place stress it is marked as moderate level of stressors for KFCs case and outcome of the survey and observation also supports this classification. Sex has been classified as moderate level of stressors as it is seen that male employees are more vulnerable to stress than the female employees. And also space is a factor which can create stress employees can feel suffocating working in a congested space. c) Low Noise and age are the two low level stressors. Age is an issue which can influence the level of stress in KFCs work place. Employees with lesser age like teen feel much stress than middle aged employees. And noise plays a very little role in altering the level of stress at existing workplace. Conclusion: From the above all discussion we can clearly conclude that there are basically four aspect of four kinds of stress that is to be controlled by the manager at the work place when the employees are stressed by work, mentally, physically, behavioral and cognitive. The stress is to be control to keep the business running smooth and perfect. Thus in short we can say that the stress factor is always to be kept in control by the manager for the smooth working of the organisation and the employees should have the bonus and rewards at times so that the employees remains stress free while working and do the maximum they can do. Thus this are all the aspect which is been controlled by the manager on the work place and keep the business running smoothly and accurately as well. Task 3 Introduction Defination of HR Scorecard: The measurement tool of measuring the performance and the offering of the human resource management practices to the financial performance of the organization is known as HR Scorecard. Bryan E. Becker Mark A. was the developer of HR Scorecard, which was presented in the books by Huselid and Dave Ulrich. The HR Scorecard basically keeps a eye on the human resource management practices as a strategic asset and provides a perfect road map of six steps which is designed to help the organizations integrate human resource systems with organizational strategy. Becker, Huselid and Ulrich, 2001. Rhodes, Jo; Walsh, Paul, International Journal of Human Resource Management, Jun2008. The 7 Stages in using HR Scorecard approach: There are basically seven steps which covers the HR Scorecard approach to get the strategic results oriented in the HR Systems. Defining the Business Strategy: The HR system starts from the basic decision called the business strategy, which will figure out the business plans of the business unit according to which the business is going to run and in accordance to which the task will be taking place. Outline the Companys Value Chain: To calculate the Value chain of the company and to achieve the business goals of the company the business should be basically engaged in certain strategically required activities. To achieve the goals and everything which is been decided by the business to achieve can be very much useful with the value chain analysis. Identifying the Strategically required Organizational Outcomes: There are strategic goals that are to be achieved by any of the organization and to identify the strategic goals perfectly and go accordingly is the organizational outcomes. Every company must produce critical, strategically relevant outcomes if it is to achieve its strategy. Identifying the required workforce competencies and behaviors: There are some of the HR experts, who refer to the required, and the necessary workforce competencies and behaviors like these as HR deliverables. The behaviors and the competencies such as working proactively, courteous behavior, personal accountability, commitment and motivation produce strategically relevant organizational outcomes, and thereby drive organizational performance. Identify the Strategically relevant HR Systems Policies: If it comes to the mind of the HR manager and he/she knows that how actually what is required from the employees competencies and the behaviors are than he or she can turn to the task of identifying the HR activities and policies that will help to produce tese competencies and behaviors. Design the HR Scorecard Measurement system: After getting the outcomes from the strategic role done and after completion of the final strategically required organizational outcomes and the employee competencies and behaviors, and specific HR system policies and activities the question is how exactly we should measure them all. And thus for this reason the HR scorecard is proved to be very crucial in this kind of measurement process. Periodically Evaluate the Measurement System: There are no such assumptions which should take place like the HR Scorecards diffirent propotion and attachment will always stay the same. In fact reducing grievances is not having the assumed affect on raising morale. Desseler, 2005. Walker, Garrett, Human Resource Management, Winter2001 Hagood, Wesley O., Public Personnel Management, Winter2002 Becker, Ulrich, Dave. Harvard Business School Press Books, Jan2001 Human Resources Department Management Report, Jan2003. Benefits of HR Scorecard: Basically in the construction taking place for HR Scorecard, avoid the temptation to merely fill in the boxes. The key questions for this are like what would you like this tool to do for you? Or, in another way we can say like how would you like managers outside of HR to think about your measures? Thus we believe that the scorecard will offer the following benefits: It reinforces the refinemnt between the HR deliverables and the HR doables. The deliverables which influences the strategy implementation and the doables which does not. It enables you to create value and control costs. The work of HR is always to keep a cost under control and at the same time serving in the strategic role means that HR must also create the value. Thus the HR scorecard is usefull to human resource managers to efficient balance those two goals. It assesses HRs contribution to strategy implementation and, ultimately, to the bottom line. The performance which is measured should be provided to the Chief HR Officer with the answer of the questions. The HRs contribution in the firms performance is the cumulative effect of the scorecards HR deliverable measure should provide that answer. It lets HR professionals effectively manage their strategic responsibilities. The HR Scorecard clearly gives the full view of the performance to the HR managers and with this they can focus that how exactly their decision affect to the successful implementation of the firms strategy. It encourages flexibility and change. The basic problem of the performance measurement is that they become institutionalized and actually inhibit change. In fact one criticism of management by measurement is that people become skilled at achieving the required numbers in the old system and are reluctant to change their management approach when shifting conditions demand it. Becker, Brian E, Richard W., Harvard Business School Press Books, Jan 01, 2005. Ulrich, Dave. Human Resource Management, Fall97. Singh, Kuldeep. IIMB Management Review (Indian Institute of Management Bangalore), Jun2005. Here, we will take an example of Tesco; we will see how the Tesco is following the various strategies to sustain its employees as well as the customers. Let us see the activity plans in Tesco; Provides tools for highly structured monitoring and evaluation of training development: Specific define actually what needs to do. Measurable has a object that can be measured contrary. Achievable is possible within the trainees current role, skills and experience. Realistic is achievable within the time and resources available. Time framed has a clear deadline. Tesco also uses a method 360-degree appraisal. All stake holders have contact with the employee, assess the persons performance and give feedback. For e.g.: a store departmental manager may get feedback from their manager, other dept managers, the HR department and their team. Helps to identify areas that may require further development. Tesco does casuall approach asking the employees to write down: 3 things that they are good   3 things where they could do better. Managers and trainees hold: Formal four weekly review sessions. A weekly informal review session. Conclusion: The HR scorecard has particularly seven stages and in which all the HR scorecard is maintained from the planning stage till the final sales. The HR scorecard is very necessary to get the exact figure and to get the exact outcome of the business unit. It gives the clear picture of the business and from which the HR manager can see that how accurately the business is going and find out all the details out of that. The scorecard maintained does not carry the exact outcomes but it gives the relevant outcome with which the HR manager can know that how the business in running and what need the changes and about the perfection of the business and the performance of the different employees as well. The employees contribution is also recorded in the HR Scorecard. HR scorecard gives the details of the employees in detail about their progress and their work efficiency and also how much they are been paid. Thus in short we can say that the HR Scorecard gives the every important detail about the employees of the company and also gives up the progress and the contribution of the employees.