| When it comes to effective managerial tools that an | | | | the floor live every single day. The agents themselves |
| organization can use to align management and make it | | | | would be the first-hand employees, since they are the |
| even more efficient all throughout the organization | | | | ones who would deal with the customers themselves |
| itself, then the balanced scorecard would be the ideal | | | | over the phone. The agents themselves would then |
| tool. However, if you are in the process of changing | | | | check out metrics that measure their performance as |
| the alignment of your existing management system, | | | | individual agents. With hundreds of agents, there would |
| then the cascade balanced scorecard would be the | | | | inevitably be team managers who would manage a |
| ideal tool to use. But why should this type of scorecard | | | | certain number of agents per shift. The tem managers |
| be used if organizations want to change management | | | | would then check out metrics that pertain to the |
| alignment? This is because the cascade balanced | | | | overall performance of the teams they are handling. |
| scorecard is structured in such a way that it would be | | | | Moving higher, there would also be account managers |
| much easier for every member of the workforce to | | | | responsible for the performance of the whole account |
| obtain a complete grasp and understanding of | | | | being handled by the call center. Thus, account |
| corporate goals and objectives, as well as the roles | | | | managers would check out such metrics that show |
| that each member would have to play to ensure the | | | | the performance of the accounts they handle. |
| achievement of said goals and objectives. | | | | With the cascade balanced scorecard, the tool itself is |
| For the most part, it is actually the lack of efficient | | | | broken down into various units. The topmost level here |
| communication that leads to corporate goals and | | | | would be the corporate-wide level, and is more |
| objectives not achieved. Because of this, employees | | | | commonly known as Tier 1. From the highest tier, the |
| are seldom fully cognizant of the roles that they have | | | | scorecard is then translated into the next level, Tier 2. |
| to play simply because they do not fully understand | | | | Tier 2 could be comprised of departments, support |
| the goals and objectives in the first place. Fortunately, | | | | units, or business units, depending on the nature of the |
| this problem can be easily solved with the use of the | | | | organization. Once this is successfully translated, |
| cascade balanced scorecard. | | | | translation would then move down to the next tier, Tier |
| The typical balanced scorecard would be sufficient in | | | | 3. This time, Tier 3 would be comprised of teams and |
| the incorporation of organizational alignment. This is | | | | individuals. |
| because the tool itself would already contain | | | | The activity of translations from one tier to another is |
| measures and indicators used to gauge the current | | | | what defines the cascade balanced scorecard and is |
| performance of the organization, as well as its many | | | | what makes it the effective tool to use if you want to |
| departments and employees in the workforce. | | | | change management alignment. If you are considering |
| So, how would the balanced scorecard be used in the | | | | changing the alignment of your own management |
| corporate setting? Let us present a hypothetical | | | | system, then by all means, consider using the cascade |
| situation: the typical work environment of a call center. | | | | balanced scorecard for this endeavor. |
| A call center would have hundreds of agents working | | | | |