When we work with scorecard designers, they note that the majority of scorecards
measure only HR operations and activities, the elements of efficiency and effectiveness in
Figure 1. Scorecards admirably draw attention to Impact, but the actual measurement strategic
logic is often superficial, such as linking the organizational goal of “speed to customers” with the
HR scorecard measure “faster time-to-fill,” or linking the strategic goal of “global integration” with
the HR scorecard measure of “number of cross-region assignments completed.” Still, the
scorecard design principle of connectedness has promise, as we shall see.