analyzing your shared services customer service delivery & ensure customer satisfaction
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