Sei sulla pagina 1di 9

VERIZON COMMUNICATIONS

IMPLEMENTING HUMAN
RESOURCE SCORECARD
BY : Devika singh
Section :D
A1802009228
Verizon is a global leader in delivering
innovation in communications, information and
entertainment.
Close to 90.0 million customers.
130 million customer connections (wireless,
wireline, broadband and TV) served every day.
Headquarters in New York City;
Operations Center in Basking Ridge, N.J.
Key products and services:
PDA’s and handsets at broadband speeds.
Mobile broadband for wireless internet.
Global voice and texting.
Global e-mail access for smartphones
and similar.
V Cast for music download and other
multimedia.
Strategic Partnership with Google
AT&T is broken up by court order. Bell Atlantic, NYNEX,
and other “baby bell” companies are formed.
Congress passes the 1996 Telecommunications Act.
Bell Atlantic / GTE merger is announced.

Verizon has more that $22 billion in cash flow.


Verizon is added to the Dow Jones Industrial Average.
Verizon introduces fiber-based services.
Verizon acquires MCI.
Verizon invests $9.4 billion in a nationwide spectrum footprint.
Verizon Wireless purchases Alltel.
) 97.4 billion in annual revenue (2008)
Fortune 500 rank: 17 (2009)
Shareowners: 2.4 million
Projected annual dividend per share:
$1.90 (2009
230,000 employees
$23 billion provided in annual compensation and benefits
(2008)
36% of Verizon’s employees are minorities (2008)
39% of Verizon’s management team are minorities
(2008)
Increase in Verizon’s health-care costs
during 2006 – 2008: 15%
800,000 employees, retirees and family members
served by Verizon H.R.
THE PROBLEM:
What does the company get for the money invested in
the H.R department?
Expected employee turnover in 1999 = 20-25% / year.
Expected customer turnover = 23% / year.
Poor quality of costumer service.

THE CHALLENGE:
Measuring performance in a department that does not
produce any revenue.
BALANCE SCORECARD SYSTEM

A management methodology introduced by Kaplan and


Norton in the 1990’s.

Core characteristic: Presentation of performance of


financial and non-financial measures, each compared to
a “target” within a single simplified report.

Four generally accepted areas/perspectives:


- Financial
- Customer
- Internal Business Operations
- Learning and Growth
Verizon initially measured success of the company by bare bones
activities such as number of people hired but did not measure
efficiency or quality of the output
Major problems at Verizon were with customer and employee
turnover and declining customer service levels
Chairman and CEO, Charles R. Lee, approached the head of HR, J.
Randall MacDonald, to find out what the HR department really
contributed to the company
MacDonald decided to use the balanced scorecard method which is
concerned with non-financial measures which are linked to a
company's strategic goals to answer Lee's questions

Potrebbero piacerti anche