Download - Analyzing Your Shared Services Customer Service Delivery & Ensure Customer Satisfaction

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©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

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Agenda

WhoWeAre

CaseStudies&YourExperience

PerformanceMeasurementConcepts

CriticalSuccessFactors&CustomerService

WhoisyourClientandHowdoYouEngageThem?

EstablishingTargets&Frameworks

SampleTools&Strategies


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

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OurCoreCompetencies


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

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

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OURCLIENTS

WHEREHAVEWECOMEFROM

WhoWeHaveWorkedWith


Agenda

WhoWeAre







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ExperiencewithBenchmarking

• Wetypicallystartworkshopsbyaskingparticipantsabouttheirexperiencewithbenchmarking

• Lastfall,oneoftheparticipantscommentedthatthiswaschallenging,similartorespondingtohowspicyyoulikeyourfoodatanIndianrestaurant

• Oneofthebenefitsofformalworkshops,especiallywhenanorganization’sfullleadershipteamparticipates,iscommonlanguagearoundbenchmarking

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


ExperiencewithBenchmarking- Activity

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

expectationswiththelargergroup

Smallgroupactivity

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• USFederalGovernment• Corporatedemandedexplanations&remediationplansiftargetsnotachieved

Aggressive

• SSOgroupsresentedcorporatefunction

• Seenaspaperexercise

Pushback• Took“extracare”thatreportsshowedtargets@100%

• Reportslessmeaningful

Impact

• Impact≠intent• Peoplewillseektoavoidpain

• Aboutgettingbetter,notaboutpunishment

LessonsLearned

Evil:MetricsasPunishment


•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

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•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


• ManufacturingCo.• CreditcontrollerandSSOHeadfiredduetopoorcollectionofaccountsreceivable

ActFirst

• End-to-endprocessreview

• Focusonrootcauseanalytics

Investigate• WeaknessincashcollectionwasupstreamofSSO

• NorelevantinputKPIs

Discover

• Peoplefiredunnecessarily

• NeedeffectiveKPIstomanage

LessonsLearned

Evil:FiredEmployeesUnnecessarily

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• IntroductionofinputKPIs

• SSOconcernedaboutclientreaction

InputKPIs

• Positivereaction• Clientsembracingconcept

ClientReaction • Clientactively

askingforinformation

• “HowcanImakethisbetter?”

Evolution

• Findingefficiencies• Morepartner-ledinitiatives

Growth

Good:EngageClient,DriveImprovement


Agenda

WhoWeAre







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First,someDefinitions…

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

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

• Targets: Thenegotiatedandagreedservicelevels,oftensetwithreferencetobenchmarks.GenerallyanymetricwithatargetwouldbeconsideredaKPI,althoughnoteveryKPIwillhaveatarget.


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

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ParametersforMetrics

• Consistent,accurateandcompletetoagreedstandardQuality

• ResponsivenessandturnaroundtimesTimeliness

• Meetspolicy,regulatoryandstatutoryrequirementsCompliance

• VolumemeasuresWorkload

• EffortandcostperunitofoutputEfficiency

• ClientandemployeesatisfactionSatisfaction

Parameter Description


SpecificStandardizeddefinition

Notsubjecttointerpretation

MeasureablePossibletomeasure

andcompareagainsttargetAccountable

Possibletoassignaccountabilityforactionplan&

results

RelevantLinktostrategyoforganizationActingonitimpacts

performance

Time-BoundKPIonlyhas

meaningiflinkedtoperiodoftime

MetricsneedtobeS.M.A.R.T.

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IdentifyGoal

DefineKPI

SetTarget

DevelopInitiative

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

TargetsarePractical,Relevant&Achievable


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

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Agenda

WhoWeAre








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

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Corporatization/Centralization:• Usersofservicemustacceptcorporatedirection

• Costcontainmentisprioritizedoverperformance

TransformedSharedServices:• Ifconsumersofserviceareunhappy,they’llleave

• Performanceisprioritizedovercostcontainment

NoCustomer,NoTransformation

Scenario: “Managementdecidestoreducethehoursoftheirhelpdeskfortheirinformationtechnologyservices.”Whatarethekeydriversbehindthedecision?

Ifyourorganizationisnotfocusedontheclient,youeither:Donothave Willnottransformed or havetransformation

SharedServices forlong(itwillfail)


CustomerService

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

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

outputs✓ Workingwithyourclientinpartnershiptodesignandtransformtheprocess✓ Distinguishingbetweenwantsandneeds✓ DevelopingaleadingpracticesClientInteractionFramework

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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


MetricsEnabletheClientInteractionFramework

RechargingMethodology

PerformanceReporting

PerformanceMeasurement

ProcessControlDatabase

ClientFeedback

ClientContactManagement

ServicePartnershipAgreement

AccountManagement

Bringrealitychecktoclientconversations

Measureinputvolumesandexceptions

Documentationofnegotiatedservicelevels

Processhandoverpoints

Reportedregularlytoallstakeholders

Fullframeworkofinput,output,andoperationalKPIs

Measureclientsatisfaction

ChargebackstypicallylinkedtoKPIs

ContinuousImprovementSupportcultureof

continuousimprovement

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Agenda

WhoWeAre








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

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Clients,Consumers,Stakeholders:PartofProcess

Stakeholders

Consumer

Client

Provider

Output

Process

Input

Clients,Consumers,Stakeholders:

allcouldprovideinputintoaprocess,allcould

receiveoutputs

Whatisthedifferencebetweenthesethreegroups?

Whydoesitmatter?


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

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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


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...

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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


Identifying&EngagingyourClient:Debrief

Opendiscussionwithlargegroup:

• Howeasyorchallengingwasittoidentifyyourclient?Why?

• Didithelptostartwithapurpose/goal?

• Wereyouabletoidentifyakeyclientordidyoustillhaveabroadlist?

• Didanyoneidentifyaninputmetric?Howwouldyouleveragethis?

• Whatareyourthoughtsontheanalysisandrelevanceofresultingperformancereport?(ascomparedtodevelopingmetricsbeforeidentifyingtheclient)

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Agenda

WhoWeAre








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

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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


YourExperienceinBenchmarking

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

Largegroupactivity

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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?


•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

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Agenda

WhoWeAre








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

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SampleTool:Client&ProviderFeedback

• Overallgetthebasicsdone,eventhoughtechnology,orgstructure&processesarebarriers(shadedboxonchart)

• InternalclientratedserviceshigherthanprovidersinthisHRexample• Inmanyorganizationsthe

internalclientdoesn’tknowthepotentialscopeofHRservices

• Averagescorewasslightlyaboveneutral(3.2)


SampleTool:ClientSatisfactionSurvey

Tips:• Designscaletoprovidesome

granularity(4=goodcanbetoomuchofdefault)

• Includenarrativetoprovidesomecontextforscores

• Pulloutthemesandlinkincontinuousimprovement

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SampleTool:ClientSatisfactionSurvey

Tips:• Providetrends wherepossible• Reportonperformancestandards– astandardthatcannotbe

measuredisnotastandard,itisanaspirationalgoal• Includereportingonprojects


TopThreeTakeaways

1. Benchmarkingenablesandsupportsaproactive,structuredapproachtoclientrelationships

2. Benchmarkingcanbeusedforgoodorevil– don’tbeevil

3. Pickingtherightmetricsisjustasimportantasdecidingtousemetrics– wrongchoiceswilldrivewrongbehaviors

LeverageourExperienceforYourSuccess

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Contactus

[email protected]

Download - Analyzing Your Shared Services Customer Service Delivery & Ensure Customer Satisfaction

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