Supervision BSC or balanced scorecard requires not just the presence of technical expertise. It also needs pertinent data from the organization that will enable it to measure supervision skills effectively.
Supervision is a very crucial element in the success of a business organization. A well-guided company always results to employee fulfillment. With this,
it is only proper to infer that employee fulfillment is always equal to exceptional work performance, which then leads to increased productivity and profit for the company. Companies nowadays use supervision balanced scorecard software as a tool for measuring leadership effectivity. However, supervision BSC cannot be helpful if there are no useful KPIs or key performance indicators.
Supervision scorecard indicators measure not just one supervisory area. They include all aspects where an involved personnel exercise supervision skills. Briefly, the balanced scorecard software checks whether there is good or bad execution of these skills.
One good method of determining whether there is good or bad execution of supervision skills is by identifying the turnover rate or the number of workers resigning from work. Employees who are not active in work or are not involved in close working relationship with their leaders often lose interest in their jobs. This will then prompt them to hunt for another job. Thus, when the company records a high number of workers resigning within a year, there is an indication that there are lapses in implementing supervisory tasks.
Another way is identifying the growth rate or promotion rate of the employees. A good leader should not take away the opportunity of a worker to improve and promote himself to a better position. A good supervisor should provide his subordinates the necessary tools, trainings, and work-conducive environment in order for them to develop their competence, talents, and abilities. The leader should have goals that will help him foster promotion for his members. More promoted employees in the company means that there is good supervision.
Good leadership does not start and stop on the supervisor’s table. Supervision skills should be visible among the members and even with co-supervisors. The key is collaboration. The leader does not make decisions all by himself. If he does this, then the company is at stake. Good KPI, then, would be the supervisor’s connection or rapport to the upper management and even the stakeholders. The supervisor can easily map out, present, and execute his plans more effectively and easily if he has good standing amongst the core leaders.
In relation to this, another good KPI for the supervision balanced scorecard is the coordination skills of the supervisor to his fellow managers. There should be free flow of reports and information across all departments. This ensures that all sections of the company are working hand in hand in attaining the company goals. While, there is a requirement of complete collaboration for supervisors, there should be propensity and accountability for every decision. Leaders should see to it that their decisions would not cause work delays and troubles within the company.
Company goals are yet another means of indicating and measuring the effectivity of supervision. The organization may measure the record of accomplishment of each leader in the company as benchmarked on the goals, either by monthly or quarterly terms. Goals can be short-term or long-term, but either way, the organization must constantly monitor the efforts of the leader in achieving those goals.
In conclusion, the company should gather facts relevant to the supervisor’s collaborative skills, coordination skills, accountability for decisions, welfare for subordinates, and good rapport with the core leaders. Without these, the supervision BSC of the organization can never be useful.
