Q1. Explore how the Kaplan and Norton Model can be employed to develop an effective HR balanced Scorecard at Glowhome.

Charity begins at home (using the HR Scorecard) The Glowhome Housing Association is a not-for-profit (charitable) organization which buys, renovates, lets and maintains houses and flats. It employs 200 full-time staff (co-workers) and, at the last count, over 400 volunteers who work part-time to manage a stock of 2,500 properties, mainly old but, after some tender loving care by co-workers, habitable for another 50 years. The origins of the organization can be traced to a small cooperative of 15 people who came together, over 30 years ago, to build their own houses. The group of friends realized that between them they had the necessary mix of skills to build and finish houses to a habitable state. Over a three-year period, they built eight modest houses. From these early beginnings, and urged on by their successes in building their own properties, the group, who were like-minded and with a strong moral compass that emphasized helping those less fortunate, realized that they could expand on their original concept. They believed that by exploiting the benevolent nature of individuals who were willing to volunteer, all the better if they had useful skills, the group could build or renovate houses and flats suitable for the low-rent market, thus affording, to those less fortunate, an opportunity to live in a safe and welcoming home. The initial 'deal' for those wishing to rent one of the properties was that they, in turn, help either build or renovate the house or flat they would eventually be allocated, and then commit to work on one further property which the organization was in the process of preparing for inclusion in its rental stock. Funding for Glowhome's first property came from three local philanthropists and also local government, who considered it a worthwhile investment. If the concept worked, the outcome blended well with the local government's long-term strategic housing plan. From acorns grow great oak trees and so, after several years, ten of the first 15 cooperative members had become employees of what had become Glowhome, a partnership-type organization but with charitable status. The philosophy of build and renovate has remained the same but the newly named (Glowhome) organization also found itself with a group of several hundred volunteers who, for whatever reason, wished to use their skills as builders, carpenters, electricians, plumbers, administrators, solicitors, and so on, in a voluntary capacity. The volunteers had become core to the business model; without them, the low-cost rental philosophy and cooperative philosophy could not work. Glowhome now has a chief executive, three offices in different regions of the UK, a network of collectors ('tin shakers') who seek public donations, high street charity shops, a small group of individuals led by a senior colleague whose sole task is to raise funds from corporate donors, celebrity supporters, a clerk of works who plans and schedules tasks, teams of tradesmen and women and a small centrally based HR section consisting of a HR manager and two assistants. The organization has plans to expand into further UK regions. The aim of the association is: - To build, acquire and manage safe, energy-efficient and affordable housing predominantly for those who are unable to pay market rates. - To encourage, through a cooperative spirit of self and mutual help, people to contribute to the provision of good accommodation for themselves and for others who have been in a similar economic situation. - To provide work and training in a range of skills for out-of-work people. - As an aspirational goal, to make a difference in neighbourhoods by using its reputation to 'lever into the community' resources and to use its experience in social projects to give some focus to community activity. Let us consider how the HR Scorecard can be developed as a means to improve the way HRM contributes to the successful accomplishment of the organization's strategies, goals and objectives. The (HR) Balanced Scorecard should be a tool to give direction and focus to HRM so that the strategic aims of Glowhome are translated into clear HRM departmental strategies, objectives, measures, targets and initiatives