Explain how the balanced scorecard can be used by HR professionals in measuring a firm's strategic alignment?

The balanced scorecard (BSC) can be used by HR professionals to map a firm's strategy to ensure strategic alignment. The BSC is a framework that helps managers translate their firm's strategic goals into operational objectives. The model has four related cells: (1) financial, (2) customer, (3) processes, and (4) learning.
The logic behind BSC is firmly rooted in HRM. People management and learning help organizations improve their internal processes and provide excellent customer service. Internal processes-product development, service, and the like-are critical for creating customer satisfaction and loyalty; they are also important for ensuring productivity to contain costs for better financial performance. Customer value creation, in turn, drives up revenues, which enhances profitability.
At Starbucks, for example, key metrics can be used to help translate strategic goals to operational imperatives. For instance, under customer metrics, Starbucks might look at the percentage of repeat customers, the number of new customers, and growth rate. Under people metrics, HR professionals might measure the numbers of suggestions provided by employees, participation in Starbucks' stock-sharing program, employee turnover, and training hours spent. Each of these cells links vertically. HR management issues such as rewards, training, and suggestions can be linked to efficient processes (e.g., brewing the perfect cup, delivering top-notch customer service). These processes then lead to better customer loyalty and growth. Growth and customer loyalty in turn lead to higher profitability and market value.