The Learning and Growth Perspective - Essay Example

This has been the principal reason why she turned to the learning and growth perspective of Futura (Gumbus and Johnson, 2003). The use of this balanced scorecard makes Futura have the ability maintain talented people and to attract them in the local market place. Analysis At Futura Company, it tries to create an environment and set goals that will help improve employee performance, as well as being able to provide a safe, challenging and enjoyable environment and be able to recruit individuals that have interests of the company at hand.

Futura measures turnover and according to Gumbus & Johnson (2003), the turnover of the company has gone down by 33% from 1998. She says that the improvement is because of a work-life initiative that is done with an aim of a corporate culture that is based on performance and commitment of employees. She further states, to achieve this, it is fundamental to provide a healthy and a balanced workplace and be able to treat employees as an individual. The measures the company uses to evaluate growth and learning include surveys such as; employee friendly initiatives at Futura, where employees are approached by Futura each year, and they are given a form to fill up a list of benefits and what they think is beneficial to them.

For example, some of the benefits are, medical benefits and spouse scholarships. Another measure is that of birthday review; this normally applies every month, and it is an interview of HR with the employee. According to Gumbus and Johnson (2003), they are asked questions that are aimed at finding out how happy the employees may be at work, as well as some of the problems they encounter. They are also asked where they get information on the company, as well as how they think the company can improve its communication.

Futura also uses leadership survey, where employees are questioned on how they can help the manger improve his management and leadership skills. This in turn, will increase the effectiveness of the employees and promote a two-way communication between the manger and employee. Futura has also certification and training matrix as a measure, which has provided a guide to compensation and able to monitor the employee future career improvement with the company. It has also encouraged employees to see clearly and be able to improve on their future performance at Futura.

Other measures include; customer service, here the company is determined to provide exceptional customer service through hiring people with interest in company goals and able to retain those that have an excellent customer service. This dimension measures customer satisfaction and complaints, on-time delivery and return material rate (Gumbus and Johnson, 2003). To be able to achieve this Johnson management conducts meeting every month. Other measures include internal operations and financial and also flexibility of the balanced scorecard.

Futura was encouraged to introduce a tool that would improve the cost of information on each customer and this tool have been used by sales force, to manage net-gross, margin levels and be able to analyze each customer. Futura may use internal operations to predict the ability of the job to be successful and be able to measure continually, and because employees’ skills change so should the balanced scorecard (Gumbus and Johnson, 2003). Conclusion The measures implemented by Futura do capture the full