Scorecard balances workload

Borealis has introduced a scorecard in a bid to increase its HR department’s
strategic work.

The scorecard was introduced after a study of the output of the firm’s HR
department showed 60 per cent of its work was taken up by administration, 30
per cent with consultative work and change management and just 10 per cent was
strategic work.

The scorecard is designed to reduce administration-based work to 20 per
cent, double the time spent on consulting and change management and increase
strategic HR work to a fifth of the department’s output.

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Bjarte Bogsnes, vice-president of HR at Borealis when the scorecard was
introduced, told the IQPC HR Measurement conference that a scorecard was
essential if HR was to prove its worth to the business.

He told delegates he had replaced a rigid HR budget with a more flexible,
objective-driven approach.