The balanced scorecard (BSC) is increasingly the strategic business tool of choice for many organizations. One of the four components of the BSC, ?learning and growth,? is largely misunderstood, underutilized, and ineffectively applied. The BSC framework provides an opportunity for management and workplace learning and performance professionals to communicate through a common language, establish realistic and measurable targets, and align and support the rest of the organization in a strategic way. This book provides proven guidance and customizable tools to measure the role of learning and performance, link it to organizational objectives, and communicate to management results in a common language.
- ONE Defining Organizational Strategy
- TWO The Balanced Scorecard
- Three Alignment with Management's Expectations
- FOUR Business Data and Performance Metrics
- FIVE Business Processes and Performance Measures
- SIX Workplace Learning in Relation to Financial Performance
- SEVEN Developing the Learning and Growth Perspective
- EIGHT An Application of the Learning and Growth Perspective
- NINE The Case of Sky Air Limited
- TEN The Learning Department's Balanced Scorecard
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