hr metrics blr webinar - rick buchman - 4-7-2015

Presented by

Frederick S. ‘Rick’ BuchmanExecutive & Performance Improvement Coach

Practitioner and Expert on Balanced Management Systems, Scorecard/ Dashboard Metrics Applications, and Co-Author, Balanced Scorecard Strategy for Dummies,

Wiley & Sons, Inc. Sept 2007

April 7, 2015

What you will learn…

1. How to develop more effective, useful organization-centric HR KPIs and their measures

2. How to partner with other leaders of your organization in pursuit of superior performance

3. How to track, manage and enable intelligence around organizational performance to support critical and timely decisions

4. How to assess and adjust the KPIs and their measurements as things change (such as M&A, technology or alignment changes in the marketplace)

5. How to work with leadership at a strategic level to enable long term HR alignment and collaboration

4/11/2015 2BLR HR Metrics Webinar – April 7, 2015

Presenter: Rick Buchman, Executive & Performance Improvement Coach

4/11/2015

Demands on Today’s HR Professional go far beyond benefits and staffing support. The fast pace of technology coupled with increased complexity in market and customer penetration requires an integrated, collaborative approach to developing and managing the human resources of an organization, in concert with the operational and technological resources critical to the needs of the business.

Aligning your HR strategy, and developing your Balanced Scorecard and Dashboards is only one aspect. We will explore how tracking the KPIs and their metrics will enable real-time decisions, as part of a business ‘system for management’ that is critical in today’s fast-pace, technology driven business environment.

Key considerations include:

Ensuring your strategy, KPIs, Metrics, Scorecard and Dashboards align with the strategy and key initiatives of the business

Interpreting KPI metrics toward real-time performance adjustment

Integrating balanced scorecards and dashboards into your ‘system for management’, within your group and with other business leaders

Designing response systems to changes in metrics

Why are we talking about this? Why now?

3BLR HR Metrics Webinar – April 7, 2015


4/11/2015 4

Current Considerations – Some thoughts about what’s important

Elements of a High Performing Organization

- Leadership - Motivation / Alignment

- Talent - Positive Work Environment

Source: Understanding the Balanced Scorecard; An HR Perspective, by James

Creeland, Copywrite HR.Com 2002

5 ‘Core Principles to Effective “Talent Management”

• People Equity Framework

• Strategic Focus on Talent Management

• Align your Talent Management Practice to Trends & World Environment

• Measure Talent Manager per Business Performance• Talent Growth

Source: Reinventing Talent Management: How to Maximize Performance in the New

Marketplace, by William A. Schiemann, published 2009 by Wiley & Sons, Inc.

Goal alignment – achieving definable Return on Investment (ROI)

To effectively achieve ROI, you must link the training experience and utilization to the impact on the business, and allow for real-time adjustment…

Source: The Human Resources Scorecard – Measuring the Return on Investment, by Phillips,

Stone and Phillips, published by Butterworth-Heinemann, 2001

BLR HR Metrics Webinar – April 7, 2015Presenter: Rick Buchman, Executive & Performance Improvement Coach

Understanding the HR Role – how important it is to an organization

4/11/2015BLR HR Metrics Webinar – April 7, 2015

Presenter: Rick Buchman, Executive & Performance Improvement Coach 5

R & D

Customer Service

Manufacturing

Operations

Human Resources

Finance/Admin

Purchasing/ Supply Chain Management

Sales & Marketing

Engineering

Executive Management

• Strategic Focus• Operational R&R• Tactical Actions• Services & Support

- Competency/ Capability

- Growth & Development

- Technical Competency/

Capability







- Growth & Development- Competency/ Capability








America’s leading employment law conference with brand-new 2014

Advanced Employment Issues Symposium

19th AnnualSome HR Key Performance Indicators: which ones are Key? Why? How would you determine improvement?

Samples of some HR KPIs:

Staffing

Training

Recruitment

Health and Safety

Performance – focus – could be related to work time tracking

Employee ‘Loyalty’, Attrition

HR Efficiency, Budget, Costs

Compensation

Labor Relations

Regulation Compliance

Employee Satisfaction

Workforce stats

…

…

4/11/2015 6

Perhaps some Instructions/Guidance to help us determine how we measure them?

• Lean Six Sigma ‘Charter’ Guidelines:– SMART – Specific, Measurable, Attainable,

Relevant, Timebound

• Eckerson (2007 Study) Guidelines:– Sparse: The fewer KPIs the better.

– Drillable: Users can drill into detail.

– Simple: Users understand the KPI.

– Actionable: Users know how to affect outcomes.

– Owned: KPIs have and owner.

– Referenced: Users can view origins and context.

– Correlated: KPIs drive desired outcomes.

– Balanced: KPIs consist of both financial and non-financial metrics.

– Aligned: KPIs don´t undermine each other.

– Validated: Workers can´t circumvent the KPIs.

What is missing?

Alignment to the Company’s Strategic Goals

Proactive, Decision drivers

Forward Looking (what is coming in 3, 5, 7+ years?)

So, How connected are YOU to your CEO?BLR HR Metrics Webinar – April 7, 2015Presenter: Rick Buchman, Executive & Performance Improvement Coach



19th AnnualSelecting Performance Indicators… First, we need to ask: what is the

Purpose of HR (i.e., expectations, performance, good/bad)?

4/11/2015 7

Investopedia: The company department charged with finding, screening, recruiting and training job applicants, as well as administering employee-benefit programs.

Entrepreneur.com: The department or support systems responsible for personnel sourcing and hiring, applicant tracking, skills development and tracking, benefits administration and compliance with associated government regulations - A human resources department is a critical component of employee well-being in any business, no matter how small. HR responsibilities include payroll, benefits, hiring, firing, and keeping up to date with state and federal tax laws.

Humanresourcesabout.com: Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers.

SearchCIO.techtarget.com: Human resource management (HRM) is the governance of an organization’s employees. HRM is sometimes referred to simply as human resources (HR).

o A company’s human resources department is responsible for creating, implementing and/or overseeing policies governing employee behavior and the behavior of the company toward its employees.

o Human resources are the people who work for the organization; Human Resource Management is really employee management with an emphasis on those employees as assets of the business.

Is it any wonder we are all a little confused? How are we supposed to identify

what is important, and pick the best performance indicators to help us see how

well we are doing?


4/11/2015BLR HR Metrics Webinar – April 7, 2015 Presenter: Rick Buchman,

Executive & Performance Improvement Coach 8

Turnover – The ‘Metric’ Tells us only one piece of the puzzle:

What are we missing?

The ‘So What?’ factor

The ‘What does it mean?’ factor

The ‘Why is it important to me?’ factor

What is the cost to replace key personnel that leave?

Key Question: Has the speed of business increased today? What does this mean for retention and turnover? Has retention become more important lately?

(Note: as of 2006, The Wynhurst Group reported average 22% turnover within the first 45 days of employment. This has not changed appreciably over the last 8-9 years…)

Take a typical HR Metric – ‘Turnover’

What does it tell us? What are we missing? Why are you measuring turnover?What do I really want to know?!

Dissecting the metric –

Basic Turnover – Percentage of the workforce….

Further details that could be of use –

• Voluntary vs. involuntary

• Quantitative vs. Qualitative data

• Key position / Job classification – High Impact Jobs

• Business Units, Departments, Functions

• Top Performers – Industry recognized experts

• Difficult to replace / Hard to Fill / Specialized

• Tenure, time on the job

• EEO potential issues

• Other?

Analysis – learning from the data, to determine the right action needed to ultimately reduce turnover

levels. How are you doing this now? Is it effective? How do you know?

4/11/2015 9

Turnover MetricCurrent year (Sept '05 - Aug '06) Prior year (Sept '04 - Aug '05)

23%

27%

17%

29%

17%

16%

18%

27%

16%

35%

20%

22%

0% 10% 20% 30% 40%

Total US

Private Industry

Natural resources and mining

Construction

Manufacturing

Durable goods manufacturing

Nondurable goods manufacturing

Trade, transportation and utilitites

Wholesale trade

Retail trade

Transportation, warehousing and utilitites

Information

23%

26%

18%

27%

15%

15%

16%

27%

16%

35%

18%

18%

0% 10% 20% 30% 40%

Total US

Private Industry

Natural resources and mining

Construction

Manufacturing

Durable goods manufacturing

Nondurable goods manufacturing

Trade, transportation and utilitites

Wholesale trade

Retail trade

Transportation, warehousing and…

Information

16%

16%

20%

28%

19%

14%

20%

52%

29%

56%

23%

0% 10% 20% 30% 40% 50% 60%

Financial activities

Finance and Insurance

Real estate and rental and leasing

Professional and business services

Education and health services

Education services

Health care and social assistance

Leisure and hospitality

Arts, entertainment and recreation

Accomodation and food services

Other services

16%

15%

22%

29%

18%

13%

19%

46%

31%

57%

28%

0% 10% 20% 30% 40% 50% 60%

Financial activities

Finance and Insurance

Real estate and rental and leasing

Professional and business services

Education and health services

Education services

Health care and social assistance

Leisure and hospitality

Arts, entertainment and recreation

Accomodation and food services

Other services

Source: US Department of Labor, Bureau of Labor Statistics (BLS)


4/11/2015 10

Turnover MetricCurrent year (Sept '05 - Aug '06) Prior year (Sept '04 - Aug '05)

Geographic Regions

Midwest

Northeast

South

West

Ill, Ind, Iowa, KS, MI, MN, MS, Nebr, N. Dak, OH, S. Dak, Wisc.

Conn, Maine, Mass, NH, NJ, NY, Penn, RI, Vermont

Ala, Ark, Del, DC, FL, GA, KY, LA, MD, Miss, NC, Okl, SC, Tenn, TX, Virginia, W. Virg.

Alaska, AZ, Cal, Col, Hawaii, Id, Mont, Nev, NM, Ore, Utah, Wash, Wyo.

8%

9%

8%

23%

0% 10% 20% 30% 40% 50%

Government

Federal

State and Local

Total US

7%

6%

7%

23%

0% 10% 20% 30% 40% 50%

Government

Federal

State and Local

Total US

22%

17%

28%

24%

23%

0% 10% 20% 30% 40%

Midwest

Northeast

South

West

Total US

21%

18%

26%

24%

23%

0% 10% 20% 30% 40%

Midwest

Northeast

South

West

Total US

Source: US Department of Labor, Bureau of Labor Statistics (BLS)

Key questions to consider (among others…):

- How well are we doing as compared to others?

- Are there special correlations regarding geography, industry, or competitors?

- How soon are we experiencing turnover (within the first 45-60 days, for example)

- How long does it take to replace someone? Was their departure preventable?


4/11/2015 11

Improving performance– The goal: To reduce Turnover

The right metrics - Measuring and comparing Turnover with sufficient detail could enable getting to and resolving the ‘root cause’ of the turnover

Opportunities to address turnover might include

- Reviewing compensation and benefits packages

- Stratification of the data might point to higher than normal levels related to organization, industry, or type of work or skills and succession planning involved

- Feedback data through surveys, interviews and personnel history

- Understanding voluntary vs. involuntary reasons for leaving

- Reviewing retention vs. recruiting vs. hiring policies and practices (i.e. on-boarding is a continuous process, not just a 1-time thing)

Continue to collect and assess both quantitative (data) and qualitative (causal information) and look at both in determining additional opportunities, insights and discoveries

Turnover Metric


A word on KPIs and Metrics

Key Performance Indicators (KPI) and Metrics are NOT equal

KPI: An indicator of performance

Example: Employee turnover, workforce competency/ capability, EEO, Diversity…

Metric: A selected measure of a KPI that provides useful and timely information that enables tracking and a timely correction/adjustment decision response

Examples:

For Turnover, metrics could include specific numbers and types of employees, departments, or job types that trend to a higher turnover, that could be correlated statistically in real-time over time

For Workforce Competency/ Capability, metrics could include skills capability achievement levels for specific ‘critical’ jobs, related to current or future products / services.



Always select your KPIs first from a business intelligence perspective, and then look at what it is you need to know, in order to determine how you want to measure each specific KPI. A good test is to ask, after a little while, whether having that metric is helping you manage the company better… if not, get a better metric that does.

HR – Key Performance Indicators

HR – KPI Considerations – Two Kinds of Intel:

HR Capability Requirements of the Organization Technical skills, knowledge and competencies to design, produce, deliver,

and support the products and services

Other skills and capabilities necessary – leadership, project management, functional competencies (i.e. financial competency, systems thinking,…)

HR Practice skills, knowledge and competencies – Career planning/ employee development, coaching/facilitating, problem solving, conflict management, Communication skills, …

HR Processes & Systems Those processes which the HR department/group manages and executes

to support the organization – staffing/hiring, resource planning, training and development,, compensation and benefits, performance appraisals, personnel data management, labor relations, succession planning, …

4/11/2015 13

Source: The HR Scorecard – Linking People, Strategy and Performance, by Becker, Huselid and Ulrich, HBS

Press, 2001BLR HR Metrics Webinar – April 7, 2015


A ‘System for Management’ – What are we talking about?

4/11/2015

Business Process Performance

Employee Knowledge, Skill and Competencies

Customer Satisfactionand Focus

Financial Performance

Competitive Advantage

Per Delivery Plan

First Time Right

Exactly as Ordered

Excellent Condition

Cost Management

Good ‘Handoffs’

In-Process Checks &

Great Quality

First Time Right

Customer Focus

Product Understanding

Process Understanding

Business Knowhow

Teamwork & Feedback

Continuous Improvement

Revenue Profitable

Margin Cost Management

On-Time Works Great!

Great Price! Durable

Market Share Business Growth Shareholder Value

14

Loyalty Selective

Confident Responsive


4/11/2015 15BLR HR Metrics Webinar – April 7, 2015 Presenter: Rick Buchman,

Executive & Performance Improvement Coach

1. Employ a ‘System for Management’,

- Strategy Definition, Direction, Mapping- KPI, Metrics, Scorecard and Dashboard design and installation

- Relevant, timely measurement, tracking, ‘triggers’ for key decisions

2. Ensure visibility to the critical metrics that show shifts in performance as they are happening, and that trigger decisions points

3. Design and implement a quick, responsive decision process that provides flexible, innovative and practical contingency planning and execution, consisting of several key elements (among others..)

a. KPI, Metric, Scorecard and Dashboard ‘Intelligence’ feed and consolidation for:

Timely detection (see it),

Interpretation (understand what is happening and why) and

Response (preplanned actions)

b. Management ‘War gaming’ scenarios that provide for potential contingencies and what to do if/when they occur.

c. An Effective, timely ‘Decision Process’ in place and active

d. A Feedback Process to assess and adjust the ‘Decision Process’ as appropriate to changing conditions

A Strategic Approach to Enabling a Structured, Effective Decision Process

4/11/2015 16

An Example

1. You want to take a road trip, across the country, about 1500 miles in total. Several key considerations are involved:• Purpose/Type of Trip [sightseeing, relaxation, or just get to destination] ?• Method [Car, Motorcycle, Public Transportation] ?

This sets the ‘vision’ and ‘direction’ for how we plan and execute the trip.

2. Key Planning [Strategic and Operational Aspects]• Mapping the strategy: Route, Miles per Day, • Considerations: MPG, Gas Station and Hotel Locations, Quality of Route

3. Observations:• The Dashboard gives us minute by minute status of gas, temp, water.• The Dashboard also gives us warnings if something needs attention.• The Dashboard does NOT help us strategically locate gas stations, hotels, rest

stops, best routes, and necessary adjustments, due to weather,….

• Additional Technology (GPS, Road Updates, …) can enable better planning, and can guide Proactive Decisions to ensure trip success.

Pre-supposes we KNOW what to do when warning flags illuminate!But business is much more complicated than planning a trip…


4/11/2015

What is it?

Decision Management – Combining Metrics with a Sound Business Decision Process

What is required?

Design a Decision Process Using Metrics that enable sound, effective Human Resource Management, based on everything we have discussed to this point.

Key Considerations:

Highlight the connections back to the KPIs and HR Metrics, and the types of things you would be tracking, to determine the different ‘reactive and proactive’ actions critical to continued successful performance, both short and long term, for the organization.

Key Tools:

Contingency Planning, ‘War Gaming’, Scenario modeling, Assumption identification & challenging, Role reversal

A Critical Component – Decision Management

BLR HR Metrics Webinar – April 7, 2015Presenter: Rick Buchman, Executive & Performance Improvement Coach 17



19th AnnualA tool to help you align your department with your company’s strategic Goals/Objectives

“Hoshin Kanri” – linking Department Objectives to the Company, Divisional, Regional Goals/Objectives

Take top Organizational 3-5 Strategic Goals, look at how your divisional/ regional goals are aligned to them. Then, take your department goals/objectives, and align them to your divisional/ regional goals

4/11/2015 18

You should have transparency to the top strategic goals for each of your department goals

You and your manager should agree on how performance at your department level will impact each strategic goal up the line (Catchball)

You should not be working on anything that is not connected to a strategic goal

Source: The Toyota Blog Spot, Google.com, 2014How do you check for validation?

Ask, if we accomplish 100% of our goals, will our portion of the strategic goals be attained? If no, go back and see what you still need to do


Joint Accountability – HR and Senior Management

4/11/2015 19

• Catchball (Mgmt-Team Lead)

– Responsibility Assignment Matrix (RAM)

• R&R (Roles & Responsibilities Matrices

– RACI, Lead-Supt, RAID


Strategic, Operational and Tactical Focus – An Example

4/11/2015 20

Process Objectives Process Measurement Target

Strategic - Align strategic direction with upcoming health care

legislation

- Benchmark 'best practices' for business process

performance, and establish achievement targets,

strategies

- Overall focus on Customer Satisfaction

- Anticipated compliance, and Risk levels

- Comparison to 'Best Practices' over time

- Customer Satisfaction Indices

- 100%

- Meet or Exceed

- >98% Monthly

Operational - Comply with existing and upcoming health care

legislation

- Effectively Plan and Operate at optimum cost

efficiency - staffing levels, operational process

costs, reduced waste, …

- Business Process Compliance to Legislation

Requirements

- Staffing levels/Indices, Operational Process

Cost Indices, Waste reduction, Response,

Customer Satisfaction operational indices,

and overall Process Performance

- 100%

- Indices targes are 1.0

- Waste Reduction: 25% year over year

- Response: TBD

- Overall Process Performance: >95%

Tactical - Comply with legislated requirements for daily

operation

- Manage business and operational processes to

budget

- Meet daily, weekly and Monthly operational goals

- Ensure Customers needs are satisfied daily

- Conduct Admin functions in a timely manner

- Compliance to legislated requirements

- Compliance to budget weekly, Monthly, with

actions in place

- Goal acheivement - on/off track

- Customer Satisfaction Indices

- Cycle time, First Pass Yield, Rework and

process capability

- 100%

- 100% or better

- On track, or plans in place to recover

- >98%

- Improvement 25% year over year

Balanced Scorecard Worksheet - Strategic, Operational, Tactical

- Example: Health Care Shared Services - Business Process 'Leg'


4/11/2015 21

HR Impact: Do Unfilled positions relate to company performance?

• Open positions – impact on operational performance - Correlation between

number of key open positions as related to suboptimal performance? Studies

in the Health Care, Pharmaceutical, Governmental and Engineering industries

over the last 2-3 years have highlighted the following:

• 60% Nursing turnover the first year - Cost in the $Hundred Millions

• State and Federal jobs unfilled are increasing – Extended Hours, Inefficiency, Cost

• Lack of key Competencies and Technical Skills, and Lack of stability and

consistency for key positions driving increased costs in product and service

design, delivery and service/sustainment.

• This points to several key contributors:

• Quality of Alignment (or misalignment) of KSA (Knowledge, Skills & Abilities) to the

needs of the business, especially for the future 3-5 years

• Level of Proactivity vs. Reactivity of Process Metrics related to sustained

performance

• Competitive Advantage (benefits, bonus, working environment, …. to get (and

keep) the “best of the best”) – where do the lines cross – investment vs. return?

Acquisition, Hiring, Training & Retention are a means to an end, not an end to themselves


HR Critical Considerations – Question #1

4/11/2015 22

HR Impact: Does KPI Alignment relate to Company Performance?

• Many HR Metrics are more process measures and performance (i.e. training

hours on specific subjects, attendance, performance appraisals, recruiting

cycle time, grievances, turnover, …).

• Directly Aligning these to Strategic Goals, Objectives, and Business

Performance Metrics (i.e. Profitability, Cost control, Cash, Capital, ROI,

OBIT/OBITA, Market Penetration) is difficult.

• We know there are relationships between:

• The right staffing and optimal performance

• Low turnover and profitability

• Technological Competency and Market Leadership

• Smooth Value Stream Performance (good handoffs, no rework, short

cycle times) and Logistical Market Dominance

• Competitive Benefits and Have High Potential Performers

• So how to we get to the right metrics, providing intelligence on KPIs?

• How about Future Goals? New Technology Products/Services?



4/11/2015 23

How good is your data?

How can you know?

How do you ensure your information is reliable?

Utilizing Measurement Systems Analysis (MSA) and FMEA

The criticality of the decisions that depend on this information demand

reliability, which requires rigorous discipline in ensuring the highest

levels of quality and accuracy.


Resource multiple sources – validation

Check often, always ask where the information came from, and what is the basis for any conclusions or decisions made

Use the ‘Smell Test’ – if it ‘smells or feels funny’, don’t just accept or act on it, check it out to be sure, especially if it is something different or particularly ‘interesting’.

Apply Failure Mode Effects Analysis (FMEA) Criteria on key Decisions

Assessing Failure Severity, Probability and Detectability Risks and how to mitigate them


4/11/2015 24

Utilizing Measurement Systems Analysis (MSA)

Reliability to see and interpret a single situation consistently by a single person

Reliability to see and interpret a single situation consistently by multiple people

Contributors to Variation – “Noise” factors

Resource Reliability – get into the details, verify it works the way it is supposed to!

Apply Failure Mode Effects Analysis (FMEA) Criteria on key Metrics

o Is it Detectable - Can I ‘See it’ when it happens, or will I find out a month afterwards?

o How Severe is it – What is the worst that could happen if it goes bad?

o How Probable is it – How possible it is to occur? What would increase the chances that it might happen?


Data & Process ‘Validation’

4/11/2015 25

Wrap up What we covered today:

Ensuring your strategy and systems for management align with your business needs

Defining KPIs and selecting & interpreting metrics toward real-time performance adjustment

Integrating balanced scorecards and dashboards into your system for management

Designing response systems to changes in metrics

Where you can go to get more information:

Web

Books

Industry Examples

Other Resources

Remember…..

- No ‘One’ answer for you, many different ways

- Try something, and then adjust, but get it out there soon, and don’t be afraid to make changes and adjustments

- Keep it Simple, Clear, Effective. Use the 20 second rule…


Q & A



4/11/2015 27

Your Presenter…Rick BuchmanRick Buchman has over 26 years hands-on international strategic, operational and organizational

transformation experience, spanning multiple industries from missiles and electronics to medical

devices. A certified Black Belt and Master Black Belt in Lean Six Sigma, He has been directing business

improvement initiatives involving Strategy Planning, Lean and Six Sigma, Balanced Scorecard and

Dashboard deployment, Operations, and Organizational optimization, both internally and as a contract

consultant, supporting the automotive, electronics, semiconductor, oil & gas, electromechanical, medical

device, commercial and components industries, and working with Engineering, Operations, R&D,

Finance, HR and Legal divisions. His clients have included companies in Oil and Gas (Husky Oil,

Slumberger), Aerospace (Raytheon Corp. Hughes, Texas Instruments, GKN, & Allied Signal), Telecom

(AT&T), Automotive (Ford Motor Company, Dura GmbH & Remy), Steel (Gerdau), and several US State and

Federal Government agencies.

Rick has also taught extensively at the graduate level for major institutions, including The ‘Eli Broad

Graduate School of Management’ at MSU, and at Towson and George Mason Universities, in strategy

planning, problem solving, business management, value stream mapping, balanced scorecard and

dashboard strategies, coaching and team leadership.

A retired 28 year US Army Veteran Officer, Mr. Buchman has a B.S. in Mathematics, a M.S. in Military

Science, and an MBA and PhD (ABD) in Business, and has been featured in International Who’s Who in

Business, 2006. Rick has presented at multiple IQPC & BLR Conferences re- Operations & Staff

management systems and scorecards/ dashboards.

Mr. Buchman co-authored the Amazon Productivity Best-seller Balanced Scorecard Strategy for

Dummies, with Mr. Charles Hannabarger and Mr. Peter Economy, published by Wiley and Sons, Inc. in

2007 (English Language), and in 2008 (Dutch & German Language). This book was also just recently

voted 5th out of the ‘Top 20 Must-Read Books’ by the Channel Insider Community in May, and #2 of

Business Productivity books by Amazon in September. Mr. Buchman is also a contributing author to

Business Efficiency for Dummies, published January 2013. He is still actively consulting, currently Co-

Founder and Executive Partner at Balanced Management Systems, and resides in Louisville, KY.


hr metrics blr webinar - rick buchman - 4-7-2015

Business

hr strategy

hr shared services hr

balanced scorecard strategy

balanced scorecard system

balanced scorecard strategies

todays hr professional

balanced management

long term hr alignment