analyzing your shared services customer service delivery & ensure customer satisfaction

25
4/25/17 1 © Chazey Partners 2017 Benchmarking Workshop C How to Analyze Your Customer Service Delivery & Ensure Customer Satisfaction April 24, 2017| Dallas, Texas DELIVERING THE PROMISE … North America | Latin America | Europe | Middle East | Africa | Asia ©Chazey Partners 2017 2 Workshop Description The best way to service your customers is to listen to their needs and feedback on a continual basis. If you do not understand your customer, you simply cannot service them per their expectations. If their needs aren’t met, your business relationship with them will suffer. This Benchmarking Workshop will cover such topics as: How to measure your customer’s expectations so you can supply them with the services they require Customer service surveys and scorecards to establish customer-centric service deliveries How to create a Customer Service culture that puts the customer first & foremost without exception, day in and day out Data analytics tools that can provide the answers you need to better service your customers

Upload: chazey-partners-inc

Post on 28-Jan-2018

140 views

Category:

Business


1 download

TRANSCRIPT

4/25/17

1

©ChazeyPartners2017

BenchmarkingWorkshopC

HowtoAnalyzeYourCustomerServiceDelivery&EnsureCustomerSatisfaction

April24,2017|Dallas,Texas

DELIVERINGTHEPROMISE…

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 2

WorkshopDescription

Thebestwaytoserviceyourcustomersistolistentotheirneedsandfeedbackonacontinualbasis. Ifyoudonotunderstandyourcustomer,yousimplycannotservicethempertheirexpectations.Iftheirneedsaren’tmet,yourbusinessrelationship withthemwillsuffer.ThisBenchmarkingWorkshopwillcoversuchtopicsas:• Howtomeasure yourcustomer’sexpectationssoyoucansupplythemwiththeservicestheyrequire

• Customerservicesurveysandscorecardstoestablishcustomer-centricservicedeliveries

• HowtocreateaCustomerServiceculturethatputsthecustomerfirst&foremostwithoutexception,dayinanddayout

• Dataanalyticstools thatcanprovidetheanswersyouneedtobetterserviceyourcustomers

4/25/17

2

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 3

Agenda

WhoWeAre

CaseStudies&YourExperience

PerformanceMeasurementConcepts

CriticalSuccessFactors&CustomerService

WhoisyourClientandHowdoYouEngageThem?

EstablishingTargets&Frameworks

SampleTools&Strategies

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 4

JaneyJuxHuman

Resources

HildaRiveraProcurement&Technology

ChristianWedlock

IT

ChristinaExarchouHR&ChangeManagement

RobSerjeantManaging

Director,Asia

ChasMooreManaging

Director,NorthAmerica(West)

RobertTowleManaging

Director,NorthAmerica(East)

EstebanCarrilManaging

Director,LatinAmerica

DanielLawrenceRegional

Director,Europe

CharlotteTurecekFinance

PhilSearleFounder&

CEO

Over50full-timeand70specialistresourcesacrosstheglobe

FunctionalPracticeLeadsRegionalLeads

OurGlobalOrganizationalStructure

4/25/17

3

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 5

OurCoreCompetencies

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 6

OurOfficesandProjectCountriesWhoWeAre:Founded2006•GlobalofficesheadquarteredinCalifornia•Over50full-timeand70specialistresourcesWhatWeDo:EvaluationsandAssessments•StrategicAdvice•ProjectManagement•BusinessContinuity

WhereWeFocus:TransformationofFinance•HumanResources•IT•Procurement•Facilities•OtherFunctionsTheChazeyDifference:Practitionersfirst•StaffContinuity•KnowledgeTransfer•ClientEngagementinTransformation

4/25/17

4

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 7

OURCLIENTS

WHEREHAVEWECOMEFROM

WhoWeHaveWorkedWith

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 8

Agenda

WhoWeAre

CaseStudies&YourExperience

PerformanceMeasurementConcepts

CriticalSuccessFactors&CustomerService

WhoisyourClientandHowdoYouEngageThem?

EstablishingTargets&Frameworks

SampleTools&Strategies

4/25/17

5

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 9

ExperiencewithBenchmarking

• Wetypicallystartworkshopsbyaskingparticipantsabouttheirexperiencewithbenchmarking

• Lastfall,oneoftheparticipantscommentedthatthiswaschallenging,similartorespondingtohowspicyyoulikeyourfoodatanIndianrestaurant

• Oneofthebenefitsofformalworkshops,especiallywhenanorganization’sfullleadershipteamparticipates,iscommonlanguagearoundbenchmarking

• Sowhileweareearlyintheprocess,wewouldlikeyoutodemonstratebyashowofhands,whatyourexperiencewithmetricsandbenchmarkingis:• Mild – newtometrics• Medium – someexperience• Spicy – veryexperienced

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 10

ExperiencewithBenchmarking- Activity

Instructions(atyourtables):1. Identifyaspeakerandnotetaker2. Introduceyourselftotheothersaroundyourtable3. Shareyourexpectationsforthisworkshop4. We’llthenre-conveneandaskeachtable’sspeakertoshare

expectationswiththelargergroup

Smallgroupactivity

4/25/17

6

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 11

• USFederalGovernment• Corporatedemandedexplanations&remediationplansiftargetsnotachieved

Aggressive

• SSOgroupsresentedcorporatefunction

• Seenaspaperexercise

Pushback• Took“extracare”thatreportsshowedtargets@100%

• Reportslessmeaningful

Impact

• Impact≠intent• Peoplewillseektoavoidpain

• Aboutgettingbetter,notaboutpunishment

LessonsLearned

Evil:MetricsasPunishment

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 12

•UniversitywithHealthSystem•EstablishedmultifunctionalSharedService•Measuredonlytheparttheycontrolled•Nottheend-to-endprocess

NoClientEngagement

•Onlylookingatthesmallportionofend-to-endprocess,metricsweregreen•PresentedtoclientsasevidenceofsuccessofSharedServicesCenter

MetricsGreen•Servicewashorrible•ClientshadtopaychargebackbasedonvolumeregardlessofwhetherSSCprocessvolume;someclientsstillhandledowntransactions

ClientsRed

•Needtodevelopmetricsinpartnershipwithclients•Wholeprocesshasmorerelevance(outputmetric)•Alsomeasureinputsandcomponents(operationalmetrics)toenablerootcauseanalysis

LessonsLearned

Evil:MetricsGreen,ClientsRed

4/25/17

7

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 13

•Pharmaceuticalcompany•SettingupHRhubinHongKongfortimezone,culture&languagesupport•Plannedforfullslateofnewtechnologyincludingcasemanagement,applicanttrackingandpayroll

TechnologyEnablement

•Noneoftechnologywasreadyatgo-live•Triedtore-implementexistingUS-centriccasemanagementsystem•Eventuallysettledonmanualprocess(macro-enabledspreadsheet)

ManualProcess •Fivemetricswereimplementedatgo-

live•Manalprocesseswereintegratedintoday-to-dayprocedures(seamless)•Resultingperformancereportsweremoretimelyandrelevantthanthoseofestablishedhubswiththeoldcasemanagementsystem

Outcome

•Technologyisoversold•Bettertohaveasmallnumberoftherightmetrics,thanalargenumberoflessrelevantmetrics•Macro-enabledspreadsheets&optimizedworkflowcanbetransformative

LessonsLearned

Good:LessisMore

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 14

• ManufacturingCo.• CreditcontrollerandSSOHeadfiredduetopoorcollectionofaccountsreceivable

ActFirst

• End-to-endprocessreview

• Focusonrootcauseanalytics

Investigate• WeaknessincashcollectionwasupstreamofSSO

• NorelevantinputKPIs

Discover

• Peoplefiredunnecessarily

• NeedeffectiveKPIstomanage

LessonsLearned

Evil:FiredEmployeesUnnecessarily

4/25/17

8

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 15

• IntroductionofinputKPIs

• SSOconcernedaboutclientreaction

InputKPIs

• Positivereaction• Clientsembracingconcept

ClientReaction • Clientactively

askingforinformation

• “HowcanImakethisbetter?”

Evolution

• Findingefficiencies• Morepartner-ledinitiatives

Growth

Good:EngageClient,DriveImprovement

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 16

Agenda

WhoWeAre

CaseStudies&YourExperience

PerformanceMeasurementConcepts

CriticalSuccessFactors&CustomerService

WhoisyourClientandHowdoYouEngageThem?

EstablishingTargets&Frameworks

SampleTools&Strategies

4/25/17

9

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 17

First,someDefinitions…

• Metrics:Thelistofitemsbeingmeasuredwiththeirspecificdefinitions.• KeyPerformanceIndicators(KPIs): Asub-setofmetricsthattypicallyfocusoninputandoutputmeasures,oftenareusedtopopulatedashboards,andprovideagoodsenseofoverallperformancedespitetheirlimitednumber.

• Measures: Theactualvalues/pastresultsrecordedagainstthemetrics.• Benchmarks: Themeasuresagainstwhichtheorganizationassessesitsperformance.Themostrelevantbenchmarkisoftenpastperformanceandabaselinepresumptionisthatorganizationsshowimprovementovertime.Itisalsovaluabletoobtainthirdpartybenchmarkstodrivecontinuousimprovementandtheadoptionofleadingpractices.

• Targets: Thenegotiatedandagreedservicelevels,oftensetwithreferencetobenchmarks.GenerallyanymetricwithatargetwouldbeconsideredaKPI,althoughnoteveryKPIwillhaveatarget.

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 18

OutputProcess

InputKPIs

OperationalKPIs

OutputKPIs

Measureprovidercontribution

Efficient,effective,timelyprocessing?

e.g.,Costtoscreenresumeforminimumrequirements

Become“individualKPIs”ifbrokendownbyperson

Measureend-to-endprocess

Whatdoesclientneedoverallfromthisprocess?

e.g.,Howlongittakesfromvacancytoonboarding

A.K.A.“lagging”indicators

Measureclient/consumerinput

Timely,standardizedandintheprescribedformat?

e.g.,Completenessofinformationinrequesttohire

A.K.A.“leading”or“reverse”indicators

Input

TypesofMetrics

4/25/17

10

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 19

ParametersforMetrics

• Consistent,accurateandcompletetoagreedstandardQuality

• ResponsivenessandturnaroundtimesTimeliness

• Meetspolicy,regulatoryandstatutoryrequirementsCompliance

• VolumemeasuresWorkload

• EffortandcostperunitofoutputEfficiency

• ClientandemployeesatisfactionSatisfaction

Parameter Description

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 20

SpecificStandardizeddefinition

Notsubjecttointerpretation

MeasureablePossibletomeasure

andcompareagainsttargetAccountable

Possibletoassignaccountabilityforactionplan&

results

RelevantLinktostrategyoforganizationActingonitimpacts

performance

Time-BoundKPIonlyhas

meaningiflinkedtoperiodoftime

MetricsneedtobeS.M.A.R.T.

4/25/17

11

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 21

IdentifyGoal

DefineKPI

SetTarget

DevelopInitiative

Criteria: Relevant– “movetheneedle”SimpleToUnderstandDynamic– moveupanddown,notalwaysconstantTimely– notoutofdateEasytomeasureActionable– drivebusinessdecisions

TargetsarePractical,Relevant&Achievable

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 22

1. Includealltypes:input,operational,andoutputmetrics2. Linkmetricstostrategicgoalsandcascadefromstrategy/goalstostrategicmetrics,to

operational/outputmetrics,thentoindividualsmetrics3. Negotiateandagreewiththeclientanddepartments4. Includetargetsforcurrentandfutureoperationsandcomparisonstoexternalbenchmarks5. Establishaprocesstorefreshmetricsastargetsareachievedorbecomelessrelevant6. Includekeyexceptionindicatorstogoafterexceptions/defectsinprocessesanddrive

continuousimprovement7. Enablewithtechnologytominimize/eliminatemanualdatacollection8. Coverthekeytargetsofcustomerservicelevel,qualityofservice,costandefficiency.9. UsetodrivecontinuousimprovementandallelementsoftheClientInteractionFramework10. EnsuremetricsareSMART (Specific,Measureable,Achievable,Relevant,Time-bound)

BestPracticesinPerformanceMeasurement

4/25/17

12

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 23

Agenda

WhoWeAre

CaseStudies&YourExperience

PerformanceMeasurementConcepts

CriticalSuccessFactors&CustomerService

WhoisyourClientandHowdoYouEngageThem?

EstablishingTargets&Frameworks

SampleTools&Strategies

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 24

FourCriticalSuccessFactorsforTransformation

Client• Serviceorientationinplace• Structuredwayofdealingwithcustomers• Customersatisfactionlevelsunderstood• SPAsinplace• Realityversusperception• Accountmanagement

Process• Standardized,controlled&repeatableactivity• Processesdocumentedwithclearroles&

responsibilities• Agreedservicedeliverablesatconsistentquality• Benchmarking– internal/external• Metrics:input,operational&outputKPIs

Technology• ERPimplemented• DocumentScanningSolution• Workflow• AutomatedPayments• EliminationofSideSystems• Selfservicestools• AutomatedScoreCards

People• SkilledLeadershipinplace– donotcompromiseon

competencies• Teamshape&stability– processshaped/spansof

control/staff– permvtemps• Teammembers– culture,values&behavioralcompetencies

assessed• Teammorale,reward&retention• Workingenvironmentconducivetoteamworking

4/25/17

13

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 25

Corporatization/Centralization:• Usersofservicemustacceptcorporatedirection

• Costcontainmentisprioritizedoverperformance

TransformedSharedServices:• Ifconsumersofserviceareunhappy,they’llleave

• Performanceisprioritizedovercostcontainment

NoCustomer,NoTransformation

Scenario: “Managementdecidestoreducethehoursoftheirhelpdeskfortheirinformationtechnologyservices.”Whatarethekeydriversbehindthedecision?

Ifyourorganizationisnotfocusedontheclient,youeither:Donothave Willnottransformed or havetransformation

SharedServices forlong(itwillfail)

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 26

CustomerService

• ProvidingcustomerserviceinleadingpracticeSharedServicesOrganizationsisnot:✕ Thecustomerisalwaysright✕ Thecustomeralwaysgetswhattheywant✕ Puttingyourstaffthroughcustomerservicetrainingandcallingitdone✕ Developinganewservicedeliverymodel,technologyportal,metricsframework,

thenpresentingittoyourtheclientandexpectingthemtoappreciateit• Customerserviceisabout:✓ Identifyingyourclient&understandingthem✓ Understandingthatclientinputsarecriticaltothesuccess&sustainabilityof

outputs✓ Workingwithyourclientinpartnershiptodesignandtransformtheprocess✓ Distinguishingbetweenwantsandneeds✓ DevelopingaleadingpracticesClientInteractionFramework

4/25/17

14

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 27

ClientInteractionFramework

AccountManagementSSOtoclient;viareporting,interaction,escalation&communication

ClientContactManagementClienttoSSO;tomanageandresolvequeriesanddrivelearning/improvement

ServicePartnershipAgreementsSPAsare2-wayagreementsclarifyingbothSSOservicesandclientinputs

ClientFeedbackClientsatisfactioncontinuouslymonitoredbothinformallyandformally

ContinuousImprovementMechanismstoidentifytheareasforimprovementandtodevelopsolutions

ProcessControlDatabaseDocumentsend-to-endSSOprocesses;highlightsactivityofbothSSO&client

PerformanceMeasurementComprehensiveKPIs,measuresandmetricsframework,SSO&client

PerformanceReportingProcessperformancewillbereviewedmonthlybySSOandclient

RechargingMethodologyMethodologyforfunding,engagingtheclient,andcommercializingoperations

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 28

MetricsEnabletheClientInteractionFramework

RechargingMethodology

PerformanceReporting

PerformanceMeasurement

ProcessControlDatabase

ClientFeedback

ClientContactManagement

ServicePartnershipAgreement

AccountManagement

Bringrealitychecktoclientconversations

Measureinputvolumesandexceptions

Documentationofnegotiatedservicelevels

Processhandoverpoints

Reportedregularlytoallstakeholders

Fullframeworkofinput,output,andoperationalKPIs

Measureclientsatisfaction

ChargebackstypicallylinkedtoKPIs

ContinuousImprovementSupportcultureof

continuousimprovement

4/25/17

15

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 29

Agenda

WhoWeAre

CaseStudies&YourExperience

PerformanceMeasurementConcepts

CriticalSuccessFactors&CustomerService

WhoisyourClientandHowdoYouEngageThem?

EstablishingTargets&Frameworks

SampleTools&Strategies

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 30

GroupingClients,Consumers,StakeholdersHerearesomegroupingsofstakeholders,clientsandconsumersthatwehavecomeacrossinhighereducationorganizations.Yourbackofficemayprovideservicestoallorsomeofthesegroups,dependingonsuchfactorsasscope,contracts/agreements,culture,andhistoricalpractice.

• Faculty Teachingstaff,employeesorcontracted• Administration Employeesandcontractorswhoworkinthebackoffice(e.g.,humanresources,finance,informationtechnology)• Executive Seniorleadershipoforganization;couldincluderepresentativesofothergroupssuchasphysicians• Researchers Forexample,“principleInvestigators”or“scientists”;generallynon-medicaldoctorates,inchargeofresearchlabsandgrants• LabStaff Employeesandcontractorsworkinginlabunderresearchers• PostDocs Studentsworkingonterminaldegree,workingtowardsfacultyoracademicposition• Academics Generallyamoreinclusivetermfornon-administrativedepartments;couldincludefaculty,researchers,postdocs• Schools Aninstitutionforspecializedhighereducation• Functions Abackofficeservicelinesuchashumanresources,finance,informationtechnology,procurement,orfacilities• Departments Aschool(“academicdepartment”)orfunction(“administrativedepartment”)• Students Apersonwhoattendsaschool,college,oruniversity• Community Thebroadercommunityofstakeholdersoutsideoftheuniversity

4/25/17

16

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 31

Clients,Consumers,Stakeholders:PartofProcess

Stakeholders

Consumer

Client

Provider

Output

Process

Input

Clients,Consumers,Stakeholders:

allcouldprovideinputintoaprocess,allcould

receiveoutputs

Whatisthedifferencebetweenthesethreegroups?

Whydoesitmatter?

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 32

Clients,Consumers,Stakeholders:ComparisonParameter Clients Consumers Stakeholders

KeyWord • Collaboration • Communication • Consultation

Direction • Bi-directional • One direction(atatime) • Bi-directional

Interactwithprocess • Directly • Directly • Indirectly

Awarenessof theirimpactonprocess

• Medium-to-high • None-to-little • Depends onrole

Specialcharacteristics

• Canworkin partnershipwithprovidertoimproveprocess

• Influencedbyconsumers

• Generallyhighvolume anddoesnothavedirectcontroloverprocess

• Servicetothisgroupisoftencoretomissionoforganization

• Canhave veto(officialorunofficial)

• Influencedbyclientsandconsumers

Metaphor • Uncontrolledintersection • Dividedhighway • Trafficlight

Identifyyourclients,theyarethefulcrumto

enablechange

4/25/17

17

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 33

Activity:ClassifyasProviders,Clients,Consumers,Stakeholders

Assumethatyouarethemanagerofstudentsservices:• Yourdirectreports• Facultymember• Students• Administrativemanagerinschool• DeanofSchool

Assumeyouarethemanagerofpayrollservices:• Yourdirectreports• Salariedstaff• Facultymember• Administrativemanagerinschool• HRBenefitsadvisor• CHRO• Executive• Unionsteward• HRISmanager• Deanofschool• Communityrepresentative

Ø ProviderØ StakeholderØ ConsumerØ ClientØ Stakeholder

Ø ProviderØ ConsumerØ StakeholderØ Client(providesinputtopayroll)or provider(withinend-to-endprocess)Ø ClientØ StakeholderØ StakeholderØ StakeholderØ StakeholderØ StakeholderØ Stakeholder

Nowconsiderwhowillhavethemostinfluenceoverhow youdoyourworkandwhetherserviceprovisionissuccessful.• Ifyousayeveryone,youwillnothaveanywheretostart• Clientsarethefulcrum

• Evenwithastrongmandatefromstakeholders,clientscan“walkslow”• Clientsmakedecisionsonbehalfofconsumers• Stakeholdersgenerallyrelyprimarilyontheassessmentofclients,

secondlyonfeedbackfromconsumers• Clientscanworkinpartnershipwithprovider

• Inthisexample,workwithyourcolleaguesinHRandtheadministrativemanagerstooptimizeandimproveprocesses

Individualactivity

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 34

Identifying&EngagingyourClient:Context

• Ithelpstohaveaspecificpurpose/activitywhenidentifyingyourclient• Theinitialreactionmaybe:“everyoneismyclient”,butthisperspectivedoesn’tenabletransformation

• Acriticalfirststepistostartwithapurpose/goal• Whetheragroupisaclientornot,dependsonthequestionbeingasked

• Toillustratethis,we’llusetheexampleofperformancemeasurement• Assumeyourbosshasjusttoldyoutodevelopasetofmetrics• Whatdoyoudo?• Traditionalapproach:• Brainstormsomemetrics,perhaps“Google-it”• Starttrackinganddevelopaperformancereport• Attempttoanalyzeonresultsanddemonstraterelevanceofreporttoitsrecipients• Putreportonshelfuntilnextmonth

• Let’stryadifferentapproach...

4/25/17

18

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 35

Identifying&EngagingyourClient:Activity

Instructions:1. Identifyavolunteer(willbeprovidingexample/contentfortable)2. Determinegoal/purposeforperformancemeasurement• Whatareyoutryingtochange/improve?• NeedstobeS.M.A.R.T.(specific,measureable,accountable,relevant,time-bound)

3. Brainstormlistofwhowillreceivetheperformancereport4. Identifytheclient• Someonewhoyoucanworkinpartnershipwithtoachievegoal• Benefittothemifprocessisimproved• Directlyinterfacewithprocess,havesomecontroloverinputs/outputs

5. Definethemetricthatwillbereported

Smallgroupactivity

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 36

Identifying&EngagingyourClient:Debrief

Opendiscussionwithlargegroup:

• Howeasyorchallengingwasittoidentifyyourclient?Why?

• Didithelptostartwithapurpose/goal?

• Wereyouabletoidentifyakeyclientordidyoustillhaveabroadlist?

• Didanyoneidentifyaninputmetric?Howwouldyouleveragethis?

• Whatareyourthoughtsontheanalysisandrelevanceofresultingperformancereport?(ascomparedtodevelopingmetricsbeforeidentifyingtheclient)

4/25/17

19

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 37

Agenda

WhoWeAre

CaseStudies&YourExperience

PerformanceMeasurementConcepts

CriticalSuccessFactors&CustomerService

WhoisyourClientandHowdoYouEngageThem?

EstablishingTargets&Frameworks

SampleTools&Strategies

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 38

SettingBenchmarkingTargets

Why What When How

Whyareyousettingatarget?Identifythe

client andgoaltobeachieved

Whatareyougoingtomeasure?Defineaspecificmetric &agree

withclient

Whenhaveyouachievedsuccess?

Definethetargetinreferencetobenchmarks

Howwillyouachievegoal?

Developspecificactions toachievegoal

Acommonmistakefororganizationsistostartandendwiththethirdstep,byessentiallyassigningtargetstoaselectionofmetricsbasedonpastexperience.

Ifyoudonotidentifyandengagetheclientinthe

designofyourPerformanceMeasurementFramework,itwillbemorechallengingto

demonstratehowtheresultingperformance

reportsarerelevanttothem

4/25/17

20

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 39

PotentialSourcesforBenchmarkingDataOrganization Website Description Subscription Functions

APQC www.apqc.org Theworld’sforemostauthorityinbenchmarking,bestpractices,processandperformanceimprovement,andknowledgemanagement

Paidmembership

Allfunctions

SSON Analytics www.sson-analytics.com

TheglobaldataanalyticscenterfromtheSharedServices&OutsourcingNetwork(SSON)

Paidmembership

All functionswithSharedServicesfocused

CUPA (College andUniversityProfessionalAssociationforHumanResources)

www.cupahr.org CUPA-HRprovidesleadershiponhighereducationworkplaceissuesintheU.S.andabroad.Wemonitortrends,exploreemergingworkforceissues,conductresearch,andpromotestrategicdiscussionsamongcollegesanduniversities.

Paidmembership

HR&HigherEducationIndustry

SHEEO (TheStateHigherEducationExecutiveOfficersAssociation)

www.sheeo.org Itisthenationalassociationofthechiefexecutivesofstatewidegoverning,policy,andcoordinatingboardsofpostsecondaryeducation. Itservesasasourceofinformationandanalysisoneducationalandpublicpolicyissues.

FREE HigherEducation

SREB (SouthernRegionEducationalBoard)(otherregions,asappropriatetoyourinstitution)

www.sreb.org Anon-profit organizationheadquarteredinAtlanta.Itworkswithstatestoimprovepubliceducationateverylevel andhelppolicymakersmakeinformeddecisionsbyprovidingindependent,accuratedataandrecommendations

FREE Education

NCAA (TheNationalCollegiateAthleticAssociation)

www.ncaa.org Amember-ledorganizationdedicatedto collegeathletes Paidmembership

Education

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 40

YourExperienceinBenchmarking

Questionsfordiscussion:• Whatareotherbenchmarkingsourcesyouhaveused?• Whatsuccessesinbenchmarkinghaveyouhad?• Whatchallengesinbenchmarkingareyouworkingthrough?• Whoyouwouldliketobenchmarkyourorganizationagainst?• Whatdoyouneedtosupportbenchmarkinggoingforward?

Largegroupactivity

4/25/17

21

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 41

EstablishingorRebuildingFrameworks

Mobilization

• Definethescope oftheprocessbeingmeasured

• Identifyyourclient• Mobilizeyourresources• Clarifyyourgoals/objectivesforperformancemeasurement

Assessment

• Collectexistingmetrics,measuresandperformancereports

• Interviewstakeholderstodeterminethemesandrequirements

• Developatechnologylandscapeandappraisaltodeterminetheopportunityfortechnologyenablement,includingtheavailabilityofcasemanagementsystems

• Reviewactionplansandfollowupresultingfrompriorperformancereporting

GapAnalysis

• Type (input,output,operational)

• Parameters (quality,timeliness,compliance,workload,efficiency,satisfaction)

• S.M.A.R.T.(specific,measureable,accountable,relevant,time-bound)

• Targets (exist,relevant,simpletounderstand,dynamic,easytomeasure,drivebusinessdecisions)

Recommendations

• Whatresourcing isneeded?

• Whattechnology isneeded/willbeavailable?

• Areweleveragingexistingstrengths andaddressingourcurrentchallenges?

• Howwillwesocializetheframework,achievebuy-in,andsupportchangemanagement?

• Whatarethekeymetricsthatrequiretargets andhowwilltheseservicelevelsbeestablished?

• Whattimeframes arerealisticandneeded?

• Futurestateifwecontinueas-is?

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2013 42

•Createvisionanddevelopclearroadmap•Don’texpectimmediatebuy-inonKPIframework•Negotiatedandagreedwithclient

AchieveBuy-In

• Ifyougotoofast,you’llloseeveryone•Buildunderstandingthroughworkingwithteams•Buildskillsinanalysis,managementandcontinuousimprovement

WatchSpeed

•KPIsdoneproperlyimproveclientengagement•Digdeeptounderstandissues• Frank,openandhonestconversationswiththeclient

OvercomeResistance

•Push/PullDynamic(clientexpectationsvs.affordability)• Plan/Do/Check/Actapproach•Choicesaredata-based

Settargets

• Ifachieve100%everyperiod,changetargetordropKPI• Continuallyevaluatetoensuremeaningful,aligned&relevant•ConsiderintroducingKEIs(KeyExceptionIndicators)

ContinuetoEvolve

WinningStrategies

4/25/17

22

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 43

Agenda

WhoWeAre

CaseStudies&YourExperience

PerformanceMeasurementConcepts

CriticalSuccessFactors&CustomerService

WhoisyourClientandHowdoYouEngageThem?

EstablishingTargets&Frameworks

SampleTools&Strategies

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 44

SampleTool:Cost&Productivity

HRFTEs per1000employees• 16.1HRFTEsper1000employees• Slightlybetterthanmedian

performanceagainstallorganizations• Bottom performanceagainstpeer

revenueorganizations

HRFTEsper$1b Revenue• 86.0FTEsper$1brevenue• Betweenbottomandmedian

performance

Personnel costper$1krevenue• $7.56onHRdirectcompensationper

$1000revenue• Significantlymoreexpensivethan

bottomperformergroup

4/25/17

23

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 45

SampleTool:Client&ProviderFeedback

• Overallgetthebasicsdone,eventhoughtechnology,orgstructure&processesarebarriers(shadedboxonchart)

• InternalclientratedserviceshigherthanprovidersinthisHRexample• Inmanyorganizationsthe

internalclientdoesn’tknowthepotentialscopeofHRservices

• Averagescorewasslightlyaboveneutral(3.2)

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 46

SampleTool:ClientSatisfactionSurvey

Tips:• Designscaletoprovidesome

granularity(4=goodcanbetoomuchofdefault)

• Includenarrativetoprovidesomecontextforscores

• Pulloutthemesandlinkincontinuousimprovement

4/25/17

24

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2017 47

SampleTool:ClientSatisfactionSurvey

Tips:• Providetrends wherepossible• Reportonperformancestandards– astandardthatcannotbe

measuredisnotastandard,itisanaspirationalgoal• Includereportingonprojects

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2014 48

TopThreeTakeaways

1. Benchmarkingenablesandsupportsaproactive,structuredapproachtoclientrelationships

2. Benchmarkingcanbeusedforgoodorevil– don’tbeevil

3. Pickingtherightmetricsisjustasimportantasdecidingtousemetrics– wrongchoiceswilldrivewrongbehaviors

LeverageourExperienceforYourSuccess

4/25/17

25

NorthAmerica|LatinAmerica|Europe|MiddleEast|Africa|Asia©ChazeyPartners2014 49

Contactus

[email protected]