Bringing human resources to the table: utilization of an HR balanced scorecard at Mayo Clinic.
Rather than viewing HR as a critical driver of organizational strategy and outcomes, most health care organizations see HR as a drain on the organization's bottom line. Only by aligning HR with the organizational strategy will HR leaders truly get a seat at the leadership table. HR professionals can overcome impediments and gain a seat at the table by learning the language of business and the ways in which organizational leaders use data to drive their decisions. This article shows how Mayo Clinic uses the popular Balanced Scorecard approach to align its measures of HR performance to the organization's strategic plan.
Health Services Administration Programs, Department of Health Professions, College of Health and Public Affairs 210A-HPA2, The University of Central Florida, Orlando, USA. fottler@mail.ucf.edu
Myron D
MD
Fottler
Eric
E
Erickson
Patrick A
PA
Rivers
D000554:Ambulatory Care Facilities / Q000458:organization & administration*; D003299:Cooperative Behavior; D017598:Efficiency, Organizational / Q000592:standards*; D006280:Health Workforce / Q000458:organization & administration*; D008910:Minnesota; D019982:Organizational Case Studies; D009937:Organizational Objectives; D019984:Quality Indicators, Health Care