The Learning and Growth Perspective in Futura Industries

The Learning and Growth Perspective in Futura Industries

Introduction

Futura Industries is located in Utah. Utah is located in the western part of the United States. Futura has fifty years of working experience. The company specializes in the field of Aluminum. The company has a business in designing, finishing, extruding, fabrication, and machining of aluminum. The company serves in niche markets of high-end customers. The markets of Futura include shower door, retail, transportation, electronics, floor covering trims, and marine store fixtures (Gumbus & Johnson, 2003). The company has also earned ISO accreditation. The focus of Futura's all internal processes is on quality. The president of the company, Susan Johnson, believes that the thing which differentiates Futura from competitors is the employees of the company. The competitors are the one working in the field of extrusion. The president believes that the company not only needs machines, but also needs good and enthusiastic people (human resource). The company has linked its value directly to innovation, learning and improvement (Gumbus & Johnson, 2003).

Johnson has considered the learning and growth quadrant of the Balance Score Card as important for the company. She believes that the company's foundations get stronger by trusting and respecting those people who have an urge to grow. Futura has a mission stating “Extraordinary Value through Extrusion”. This mission allows the company to expect that the employees will work for the success of both the company and the customers. These are the reasons behind the emphasis on Futura's implementation of learning and growth perspective of Balance Score Card. These reasons allow the company to prefer this part of Balance Score Card on other parts.

Analysis

The learning and growth part of the Balance Score Card has helped Futura to achieve its mission. The company has achieved its mission by aligning tactics and measures together. There are two competitive tools that have given the company a competitive edge in the marketplace that has reached the saturation point. The two tools include the customer dedication and the hiring and retaining of the best talent (Niven, n.d.). Futura uses different measurement tools to access the company's learning and growth. These measurements enable the company to maintain a well balanced workplace. These tools include Annual Performance, Employee Friendly Initiatives, Personal Development Review, Certification and Training Matrix, Birthday Review, and Leadership Survey (Gumbus & Johnson, 2003).

Conclusion

The measurements that Futura is taking are covering all aspects of learning and growth. The company runs surveys periodically. These surveys get feedbacks from the employees and enable the company to know that how it can turn into an even better firm. These surveys are conducted periodically. The survey uses the name Employee Friendly Initiatives at Futura. They list of survey consists of more than sixty benefits. These benefits include flexible timing options, scholarships for spouse, memberships for sports teams, short term loans, contests, health screenings, and school material for employees' children. They survey asks the employees to rank their priorities (Gumbus & Johnson, ...