Halifax - Performance of Branch 5446
1.0 SUMMARY
The performance of branch 5446 was evaluated against the perspectives of Human Resources, Operations, Markets, Finance and Accounting, and Information, which are associated with the Halifax’s Balanced Scorecard quadrants and theory ‘Z’.
The main concerns were HR management and Information flow, although all perspectives had areas to improve.
It was concluded that working with the current manager, building on his experience should improve the branches performance and build it to excel.
Primary recommendations were to give the branch manager formal training and to link the BSC to corporate strategy. Resources need to be made available to assist the branch manager.
2.0 INTRODUCTION
This report seeks to analyse the problems facing Branch 5446 and it’s branch manager. Assessment of the reasons for the problems are taken from the perspectives of Human Resources, Operations, Marketing, Finance and Accounting, and Information, with recommendations being made to improve the performance of the branch.
3.0 PROBLEM OVERVIEW
The branch is under performing in all areas of the Balanced Score Card (BSC) as implemented by the Halifax (Kaplan & Norton 1998). The 4 quadrants of the BSC and the Halifax’s ‘Theory Z’, and the problems facing the branch manager are compared against the 5 key perspectives of performance management.
Fig. 3.1 THE BALANCED SCORECARD AS IMPLEMENTED BY THE HALIFAX
3.1 STAFF DEVELOPMENT AND IMPROVEMENT (HUMAN RESOURCES)
- Incorrect application of HR management.
- Branch culture at odds with corporate culture.
- The Halifax BSC is weak in HR.
- Individual objectives are not linked to organisational objectives.
3.2 INTERNAL PROCESS PERSPECTIVE (OPERATIONS)
- Poor resource management.
3.3 CUSTOMER PERSPECTIVE (MARKETS)
- Branch is not market-led.
- Staff abilities do not support the high credence service.
3.4 FINANCIAL AND BUSINESS PERSPECTIVE (FINANCE AND ACCOUNTING)
- BSC is not linked to
The performance of branch 5446 was evaluated against the perspectives of Human Resources, Operations, Markets, Finance and Accounting, and Information, which are associated with the Halifax’s Balanced Scorecard quadrants and theory ‘Z’.
The main concerns were HR management and Information flow, although all perspectives had areas to improve.
It was concluded that working with the current manager, building on his experience should improve the branches performance and build it to excel.
Primary recommendations were to give the branch manager formal training and to link the BSC to corporate strategy. Resources need to be made available to assist the branch manager.
2.0 INTRODUCTION
This report seeks to analyse the problems facing Branch 5446 and it’s branch manager. Assessment of the reasons for the problems are taken from the perspectives of Human Resources, Operations, Marketing, Finance and Accounting, and Information, with recommendations being made to improve the performance of the branch.
3.0 PROBLEM OVERVIEW
The branch is under performing in all areas of the Balanced Score Card (BSC) as implemented by the Halifax (Kaplan & Norton 1998). The 4 quadrants of the BSC and the Halifax’s ‘Theory Z’, and the problems facing the branch manager are compared against the 5 key perspectives of performance management.
Fig. 3.1 THE BALANCED SCORECARD AS IMPLEMENTED BY THE HALIFAX
3.1 STAFF DEVELOPMENT AND IMPROVEMENT (HUMAN RESOURCES)
- Incorrect application of HR management.
- Branch culture at odds with corporate culture.
- The Halifax BSC is weak in HR.
- Individual objectives are not linked to organisational objectives.
3.2 INTERNAL PROCESS PERSPECTIVE (OPERATIONS)
- Poor resource management.
3.3 CUSTOMER PERSPECTIVE (MARKETS)
- Branch is not market-led.
- Staff abilities do not support the high credence service.
3.4 FINANCIAL AND BUSINESS PERSPECTIVE (FINANCE AND ACCOUNTING)
- BSC is not linked to
References: Anthony, R.N. (1965) Planning and Control Systems: A Framework for Analysis, Boston, MA, Harvard Business School. Armstrong, M. and Baron, A. (1998) Performance Management: The New Realities, London, IPD Beer, M., Spector, B., Lawrence, P Fenton-O’Creevy, M. (ed.) (2003) Managing Performance through People, London, Sage. pp 5-18 (course reader). Handy, C.B. (1993) Understanding Organisations, 3rd edn, Harmondsworth, Penguin. Head, R.V. (1967) ‘Management information systems: a critical appraisal’, Datamation, May 1967, pp. 22-7. Jaworski, B. J. and Kohli, A.K. (1990) ‘Marketing orientation: the construct, research propositions, and management implications’, Journal of Marketing Vol. 54, No. 2, pp. 1-18. Mee, J. and Fenton-O’Creevy, M. (ed.) (2003) Managing Performance at Halifax PLC, London. Sage. pp 19/20-6 & 7 (course reader). Xu, X. and Kaye G. R. (1995) ‘Building market intelligence systems for environmental scanning’, Logistics Information Management, 8, 1, pp. 54-61.