The ROI of Human Capital, management assignment help

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You will be writing a paper for this assignment.
In the textbook, The ROI of Human Capital:
1. Review Chapter 5, Section “An Integrated Reporting System”
2. Read Chapter 6, “Human Capital Analytics: The Leading Edge of Measurement”
3. Read Chapter 7, “Predictive Analytics: Leading Indicators and Intangible Metrics”
Download and read the Kaplan and Norton (2004b) article “How Strategy Maps Frame an Organization’s Objectives” via http://tinyurl.com/l25m9w9.
Download and read the Ingham (2011) article “Using a Human Capital Scorecard as a Framework for Analytic Discovery” via http://tinyurl.com/mwjhwrf.
Review the Strategy Map Templates found at the website: http://www.slideshare.net/Intrafocus/intrafocus-strategy-map-templates.
Write an 800-1000 word paper guided by the following requirements:
1. Introduction: Write a brief introduction to the paper.

HC Scorecard Article Summary: Write a one-paragraph summary of the Ingham (2011) article.
Framing Objectives Article Summary: Write a one-paragraph summary of the Kaplan and Norton (2004b) article.
Appendix Part 1 – Scorecard Map and Outcomes: Complete a single-theme strategy map and outcomes in the one-page scorecard.

Single HR Theme Strategy Map: Complete the single theme Strategy Map section by selecting one of the HR themes from the original strategy map completed in Workshop Three. This is a different map than the original more complete strategy map constructed in the prior workshop. You will select only one of the key strategies (or pillars as they are referred to at times in the HR Scorecard research literature) from the prior map for use in this assignment. For clarification on single theme strategy maps, review the Intrafocus PowerPoint. You may also refer to the example single theme strategy map: “Figure 2. A Strategic Theme Defines the Process, Intangible Assets, Targets, and Initiatives Required to Execute a Piece of the Strategy,” shown on page 44 of the Kaplan and Norton (2004b) article.
Strategy Map Objectives: Using “Figure 2. A Strategic Theme Defines the Process, Intangible Assets, Targets, and Initiatives Required to Execute a Piece of the Strategy” (on page 44 of the Kaplan and Norton, 2004b article), complete the Objectives section of the strategy map by identifying one measureable objectives for each initiative illustrated in the four HR balanced scorecard perspectives: Financial, Customer, Internal (Operations), and Learning and Growth (People/Strategic).

Appendix Part II – Scorecard Measurements and Targets: Complete the Measurement and Target sections of the Balanced Scorecard (middle section) in the one-page strategic scorecard:

Balanced Scorecard Measurement: Using “Figure 2. A Strategic Theme Defines the Process, Intangible Assets, Targets, and Initiatives Required to Execute a Piece of the Strategy” (on page 44 of the Kaplan and Norton, 2004b article), identify one measurement for each one of the objectives you identified in Step 7.d.ii.
Balanced Scorecard Target: Using “Figure 2. A Strategic Theme Defines the Process, Intangible Assets, Targets, and Initiatives Required to Execute a Piece of the Strategy” (on page 44 of the Kaplan and Norton, 2004b article), identify one target for each measurement that you identified in Step 7.e.i.

Killers of Measurement Systems:

Reflect on the statement in Chapter 5 of the textbook by Fitz-enz (2009), who concedes:
1. After setting up measurement systems around the world for more than thirty years, I can tell you that there are three things that eventually kill them:

The amount of work involved in collecting the data on a timely basis
Not finding a way to report the data that makes them easy to understand
Not sustaining staff and management’s commitment to the system (p. 160)

Formulate how you would address each of Fitz-enz’s “killers of measurement systems” to salvage your own proposed measurement system (i.e., scorecard).

Conclusion: Provide a brief conclusion.
Include a cover page and a reference page in addition to the 800-1000 words required for the assignment. Use appropriate headings for each of the above lettered items in the paper.
Do not complete the Action Plan portion of the scorecard in Workshop Four. (You will complete this section in Workshop Five.) However, you may include this blank section as part of your one-page model, illustrating your scorecard as it is shown in “Figure 2. A Strategic Theme Defines the Process, Intangible Assets, Targets, and Initiatives Required to Execute a Piece of the Strategy” (on page 44 of the Kaplan and Norton, 2004b article).

Before submitting this assignment, thoroughly review the written paper for APA formatting and mechanics. Check the instructions of this workshop document and the rubric for this assignment to be sure that your paper has met all requirements. Attach the completed one-page scorecard as an appendix to your paper. Do not submit the scorecard page as a separate document.

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Attached.

Running Head: LINKING STRATEGY AND ANAYTICAL DISCOVERY

Linking of strategy and analytical discovery.
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1

LINKING OF STRATEGY AND ANALYTICAL DISCOVERY
According to Boudreau & Ramstad, (2007), a Strategy Map is a graph that depicts how an
organization or association can make value by connecting key destinations in a circumstances
and effect relationship. Analytics are most valuable where they bolster and empower vital
choices about individuals’ administration and the business. An ideal approach to interface
investigation and technique is through a human capital scorecard. This scorecard ought to be
founded on a method map like the first adjusted business scorecard, which joins inputs, personal
asset (HR) exercises, and human capital yields together furthermore demonstrate how these are
connected to HR's effects in the business (Martin, 2009). Associations are encouraged to
contemplate the sorts of investigation they can create keeping in mind the end goal to drive
central leadership about individuals and the potential effect of people on business execution. As
a rule, they will find that building up a technique guide that recognizes destinations for the
general population administration methodology, trailed by a scorecard distinguishing measures
for these procedures, and after that examination to increase the value of the special measures,
will be the best way to deal with HR estimation and investigation.
Summary of the...