HR Scorecard Measurement

Template
An effective HR department needs to perform well at three levels: it needs to have an effective
structure fit for its purpose, it needs to have impactful HR practices, and it needs to be aligned within
the broader organization. The scorecard below helps you assess the quality of each of the three levels of
your HR scorecard.

For each question, please rate your own organization. After completing this scorecard, you will be able
to identify where your HR organization can further improve in order to be a more effective driver of
organizational outcomes.

Level 1 Strongly Strongly

The HR organization disagree Disagree Agree agree

HR organization
The HR organization performs within its budgets.

HR professionals have role clarity.

There is a financially healthy and sustainable HR

employee-to-total-headcount ratio.

Stakeholders are satisfied with HR’s performance.

HR professionals take time to continuously upskill.

HR competencies
In general, HR professionals effortlessly read and apply data,
metrics and KPIs (data-driven).

In general, HR professionals are able to translate people

analytics insights into actions (data-driven).

In general, HR professionals leverage reports and dashboards to

improve decision making in the organization (data-driven).

In general, HR professionals understand the global context of

work and the internal organizational dynamics (business
acumen).

In general, HR professionals understand the end-customer and

align HR policies to optimize delivered value (business acumen).

In general, HR professionals practice strategic HRM and

co-create business strategy (business acumen).

In general, HR professionals are cognizant of the role of

technology and understand the organization’s digital landscape
(digital integration).

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HR Scorecard Measurement
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Level 1
Strongly Strongly
The HR organization disagree Disagree Agree agree

HR organization
In general, HR professionals leverage technology as an enabler of
HR and business strategy (digital integration).

In general, HR professionals builds a technology-first culture to

optimize the employee experience and add value to the business
(digital integration).

In general, HR professionals work to continuously shape a

desired organization culture (people’s advocacy).

In general, HR professionals work efficiently and is an effective

HR professional (people's advocate).

In general, HR professionals are credible, trusted, and ethical

figureheads who advocate for the overlooked (people’s
advocate).

In general, HR professionals are highly effective communicators

who create business impact (people’s advocate).

In general, HR professionals have the functional competencies to

be effective in their jobs.

Level 2 Strongly Strongly

HR practices disagree Disagree Agree agree

HR practices
HR professionals are productive.

HR is seen as a strategic function.

HR professionals practice evidence-based HR.

HR professionals are committed to delivering world-class HR

practices.

Define for each center of competence…

Our HR centers of competence operate within budget.

Our HR centers of competence operate in a timely matter.

Our HR centers of competence are productive.

Our HR centers of competence produce quality.

Or business stakeholders are satisfied with how our HR centers

of competence perform.

Our HR centers of competence deliver world-class HR practices.

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Level 3
Strongly Strongly
HR alignment disagree Disagree Agree agree

Strategic fit
HR practices are synergetic with one another to form HR
capabilities.

HR capabilities align with one another.

HR capabilities align with all strategic organizational capabilities.

The HR strategy and practices are aligned with macro-economic

developments.

The HR strategy and practices are aligned with the labor market.

The HR strategy and practices are aligned to form a competitive

advantage.

The HR strategy and practices are aligned with relevant

technological development.

Organizational fit
The organization’s history supports the organization’s strategy.

The organization’s culture (values, customs and norms) supports

the organization’s strategy.

The organization’s ownership supports the organization’s

strategy.

The organization’s HR technology supports the organization’s

strategy.

The organization’s workforce supports the organization’s

strategy.

We select on the desired cultural values.

Internal fit
HR outcomes align with intended HR practices.

The way HR practices are perceived accurately matches how

they are intended.

Intended HR practices are effectively realized.

HR activities help boost the organization.

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HR Scorecard Measurement
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Level 3
Strongly Strongly
HR alignment disagree Disagree Agree agree

Institutional fit
The HR strategy and practices are fully aligned with laws and
regulation.

The HR strategy and practices are aligned with societal norms

and values.

The HR strategy and practices are aligned with relevant

collective.

The HR strategy and practices are aligned with trade unions

(insofar relevant).

The HR strategy and practices are aligned with work councils

(insofar relevant).

The HR strategy and practices are aligned with relevant

community interests.

The HR strategy and practices are aligned with shareholders.

The HR strategy and practices are aligned with other

stakeholders.

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Measuring Internal HR
Alignment
Measuring Internal HR Alignment
For each of the HR centers of -100: the centers of excellence work cross-purpose
excellence, score to what degree they 0: the centers of excellence don’t work cross-purpose but also don’t create synergies
work cross-purpose or create +100: the centers of excellence create synergies
synergies:

Workforce Recruitment Learning & Performance Compensatio HR reporting HR technology Value

planning & selection development measurement n and benefits & analytics & systems creation
(average)

Workforce planning
-

Recruitment & selection

-

Learning & development

-

Performance
-
measurement
Compensation and
-
benefits
HR reporting &
-
analytics
HR technology &
-
systems
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Measuring Strategic HRM Alignment
Measuring alignment of HR deliverables with organizational strategy
For each of the HR deliverables, -100: the HR deliverable and strategic objective work cross-purpose
score to what degree they help to 0: the HR deliverable and strategic objective don’t work cross-purpose but also don’t create
enable the organization’s strategic synergies
objectives +100: the HR deliverable and strategic objective create synergies

HR capability 1 HR capability 2 HR capability 3 HR capability 4

Strategic objective 1

Strategic objective 2

Strategic objective 3

Strategic objective 4

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