A Balanced Scorecard is a Matrix Framework

A Balanced Scorecard is a Matrix Framework 
Response 1
The performance management process must hold a rational relationship with the core business objectives. The process must formulate and merge long-term missions, visions, and goals through an action plan. As a human resource (HR) executive at Protector and Gamble (P&G), I would ensure that employees could see the connection between the performance management process and embedded business objectives. I would use appropriate frameworks to align the vision and mission of P&G while measuring the performance inputs of employees at regular intervals. For instance, I would use a balanced scorecard process to record the performance of talents separately while fulfilling the long-term objectives of P&G.
A balanced scorecard is a matrix framework that measures employees' input from different perspectives. HR could measure talents' performance inputs based on the balanced scorecard's fulfilled objectives (Aguinis, 2019). I could use my role as an HR executive by integrating the business objectives into the balanced scorecard and measuring the performance of each talent based on the completion. The balanced scorecard would allow me to somewhat measure the performance appraisals of talents while maintaining the fundamental value of the organizational culture and core conduct. Hence, HR could help organizations to align the performance management system with the strategic orientation of organizations by using appropriate frameworks.
Response 2
The case analysis suggests that P&G follows a 'distributed development' process to maintain the relationship between performance management systems and the strategic orientation of a business. By definition, distributed development focuses on the rationality between the performance-based characteristics of talents with the operational process. HR would record several behaviors of talents in the performance appraisals, which are directly interconnected with the organization's strategic orientation. The process would allow HR to widespread risks and opportunities by nurturing the right course of action among talents while accomplishing an organization's long-term objectives. The distributed development assists HR executives in navigating talents to fulfill performance metrics by aligning with the missions and visions of an organization.
In the case of P&G, it was observed that the team acquired behavioral characteristics of customers while using razor blades for shaving purposes. The sanitary conditions were below the standards, and the company highly depended on barbershops (Aguinis, 2019). As a result, the HR executives developed a suitable communication plan to connect performance metrics with the corporate objectives of the razor blade division. The company accomplished high sales and inspired stakeholders internally and externally through strategic performance outcomes (Aguinis, 2019).
Response 3
Garnering a company-wide approach to the new system is challenging for HR professionals. Most teams resist transformations within the process controls, which prevents the fulfillment of objectives. Hence, I would use a change management approach to garner company-wide support for my new performance management system....