BALANCED SCORECARD

(BSC)
A Learning Session

Phase 1

Phase 2

DSBs Direction
BSC & OGSMART
DSBs Balanced Scorecard (BSC)

Phase 3

Departmental BSC

CONTENT

Balance
d

Scorecar
d

BALANCED SCORECARD

A way of looking at your

organization, or your property, or
your dept, in a WHOLISTIC way

BALANCED

FINANCIAL
To succeed financially, how should we
appear to our shareholders?

PERSPECTIVE #1

CUSTOMER
To achieve our vision, how should
we appear to our customers so
that we achieve our Financial
goals?

PERSPECTIVE #2

INTERNAL BUSINESS
PROCESSES
To satisfy our shareholders & our
customers, what business processes
must we excel in so that we are able
to achieve Customer & Financial
goals?

PERSPECTIVE # 3

ORGANIZATIONAL CAPABILITY
To achieve our vision, what competencies &
attitudes must our people have so we can
improve our processes, deliver on our
service promise to our guests & achieve our
financial goals?

PERSPECTIVE #4

HK

Engg

Culinar
y

FO

Financ
e

Concierg
e

FINANCIAL

CUSTOMER

INTERNAL BUSINESS PROCESSES

ORGANIZATIONAL CAPABILITY

BALANCED

GS

HR

OBJECTIVES

GOALS

SCORECARD

INITIATIVES

MEASURE

CHAMPIONS

TIMELINE

Objectives

Goals

Initiatives

Financial
Customer
Int
Business
Process
Org
Capabiliti
es

1 SCORECARD PER
PERSPECTIVE

Measure

Champion

Timeline

Your 1 3 year action statement

Always start with To ...
Should be the significant differentiator that
will make you different from competition
This will set the tone for the clarity of your
entire BSC

OBJECTIVES

To be the preferred hotel for LSGs

(property level)

To retain high potential employees

SAMPLE OBJECTIVES

Your targets in numbers --- it clarifies your

objective
Should be measurable
Start it with a verb, i.e. increase, decrease,
reduce
Using the word maintain means youre not
changing it

GOALS

OBJECTIVE

GOALS

To be the preferred hotel for

LSGs

Increase LSGs by 10%

To retain high potential

employees

Retain 90% of high potential

employees

WHAT

SAMPLE GOALS

Finance
Property
Goals

How does it go from the big picture to the

small picture
Be specific when you communicate the goals
Is the goal: Specific, Measurable, Actionable,
(is someone) Responsible, Time bound?

TIP ON GOALS

HOW will we get there and where do

we focus our resources (people,
assets) in order to achieve our goals?

What programs or action steps can you

take that will take you to your goals?

INITIATIVES

OBJECTIVE

GOALS

INITIATIVES

To be the preferred
hotel for LSGs

Increase LSGs by 10%

Create LSG programs

To retain high potential

employees

Retain 90% of high

potential employees

Create developmental
plan for high potentials

Where will you track/monitor the

achievement of your goals?
What reports will show this?
You may use existing reports &
channels, i.e. P&L, TripAdvisor, or
create new ones

MEASURES

OBJECTIVE

GOALS

INITIATIVES

To be the
preferred hotel
for LSGs

Increase LSGs
by 10%

Create LSG
programs

To retain high
potential
employees

Retain 90% of
high potential
employees

Create
developmental
plan for high
potentials

MEASURES
P&l

HR Report

Must be a position title

Cannot use a Department or Unit
May use multiple positions of the
same title, i.e. Sales Managers, or
different positions

CHAMPIONS

OBJECTIVE
To be the
preferred
hotel for
LSGs

GOALS

INITIATIVE MEASURE
S
S

Increase
Create LSG
LSGs by 10% programs

To retain high Retain 90%

potential
of high
employees
potential
employees

Create
development
al plan for
high
potentials

CHAMP

P&l

DOSM

HR Report

HR Head

When expected to start

If time Initiative is for a limited
time, include start & end
Ongoing is not allowed

TIMELINE

OBJ

GOALS

INITIATI MEASUR
VE
E

CHAMP

TIME

To be the
preferred
hotel for
LSGs

Increase
LSGs by
10%

Create LSG
programs

P&l

DOSM

Q1

To retain
high
potential
employees

Retain
90% of
high
potential
employees

Create &
discuss ind
dev plan
with high
potentials

HR Report

HR Head

Q2

BALANCED
Look at your property or your
department in a WHOLISTIC way.

SUMMARY

HK

Engg

Culinar
y

FO

Financ
e

Concierg
e

FINANCIAL

CUSTOMER

INTERNAL BUSINESS PROCESSES

ORGANIZATIONAL CAPABILITY

BALANCED

GS

HR

SCORECARD
Look at your property or your
department in a WHOLISTIC way.

SUMMARY

Objectives

Goals

Initiatives

Financial
Customer
Int
Business
Process
Org
Capabiliti
es

1 SCORECARD PER
PERSPECTIVE

Measure

Champion

Timeline

OBJECTIVES: what you want to be

in 3 years

GOALS: breakdown your

objectives into what is to be
achieved in 2016 & state this in
measurable terms

SUMMARY

By breaking down this ambitious goal, were

making sure that everyone has a piece of that
goal that they need to accomplish.

It is important to show how your people are

going to help you in getting this goal
accomplished

A NOTE ON GOALS

INITATIVES: Specific programs or

actions (Cost Buster Incentive
Program) that will help achieve your
goal

MEASURE: Which report will show the

achievement of your goals? (P&L)

SUMMARY

Financial how do you want to appear to

your shareholders?

Customer to achieve your Financials, how

should you appear to your (external &
internal) customers

SUMMARY

Internal Business Processes what business processes

should you excel in so that you can best serve your
Customers & achieve your Financial objectives?

Organizational Capabilities what competencies & attitudes

must our people have so we can improve our processes,
deliver on our service promise to our guests & achieve our
financial goals?

SUMMARY