Question

VandalMed Inc. is a 10-year-old manufacturing company in a small valley town in Idaho with about...

VandalMed Inc. is a 10-year-old manufacturing company in a small valley town in Idaho with about 3000 employees. VandalMed produces various prostheses (e.g., artificial skulls, hands, and legs) and other medical devices. VandalMed provides its products and related services to approximately 100,000 customers in 35 different countries. VandalMed’s organizational objective is to be a provider of high-quality prosthetic technologies and supporting services designed to ensure best possible outcomes for people with physical disabilities. Even though start-up costs were high, the company has done well because top management has judged the unpredictable market well and provided clear directions to employees. Under the top management’s strong leadership, VandalMed has become one of the leading providers of prosthetic products in the World. Customer satisfaction with its products is the highest in the industry. VandalMed’s profit has increased about 10% annually for the past three years.

Using a flexible manufacturing system (FMS), VandalMed provides customized and high-quality products to customers. VandalMed continually strives to improve productivity and reduces costs in all functional areas of our business. From implementing an integrated software system to leveraging the power of VandalMed’s end-to-end supply chain, it continues to look for ways to improve service quality and lower process costs. Thus, VandalMed ensures that prompt and accurate delivery of orders, competitive pricing, and close contact with customers are of primary importance in the marketing and distribution. While efficiency is important, VandalMed believes that product innovation is its primary organizational goal to gain a sustainable competitive advantage. Thus, VandalMed provides intensive training and development programs, highly emphasizes teamwork, good compensation and benefit programs and encourages employees to take risks to improve learning and innovation.

Suppose that you are a VP of HR. You want to adopt a HR scorecard. The HR scorecard includes four perspectives: Finance, Customer, Process, and Learning and Growth.

  1. Identify VandalMed’s one initiative for the Learning and Growth perspective and one initiative for the Process perspective
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Answer #1

The learning and growth perspective considers human capital, infrastructure, culture, technology, and other capacities of an organization which is central to its breakthrough performance. One of the VandalMed’s initiatives for learning and growth perspective is the intensive training and development programs that it organizes for its employees. Such programs boost employees’ performance and help them to provide a competitive advantage to the company. The process perspective includes measures and objectives that help in determining how well the company's business is running and whether the company’s products and services conform to the requirements of the customers. One of the VandalMed’s initiatives for the process perspective is the accurate and quick delivery of orders. The company ensures that it makes right and prompt deliveries to its customers thereby improving its service quality and reducing its process cost.

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