Analyzing Your Shared Services Customer Service Delivery & Ensure Customer Satisfaction

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© 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

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Agenda
Who We Are
Case Studies & Your Experience
Performance Measurement Concepts
Critical Success Factors & Customer Service
Who is your Client and How do You Engage Them?
Establishing Targets & Frameworks
Sample Tools & Strategies
Janey Jux
Human
Resources
Hilda Rivera
Procurement &
Technology
Christian
Wedlock
IT
Christina Exarchou
HR & Change
Management
Rob Serjeant
Managing
Director, Asia
Chas Moore
Managing
Director, North
America (West)
Robert Towle
Managing
Director, North
America (East)
Esteban Carril
Managing
Director, Latin
America
Daniel Lawrence
Regional
Director, Europe
Charlotte
Turecek
Finance
Phil Searle
Founder &
CEO
Over 50 full-time and 70 specialist resources across the globe
Functional Practice LeadsRegional Leads
Our Global Organizational Structure

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Our Core Competencies
Our Offices and Project Countries
Who We Are: Founded 2006 • Global offices headquartered in California • Over 50 full-time and 70 specialist resources
What We Do: Evaluations and Assessments • Strategic Advice • Project Management • Business Continuity
Where We Focus: Transformation of Finance • Human Resources • IT • Procurement • Facilities • Other Functions
The Chazey Difference: Practitioners first • Staff Continuity• Knowledge Transfer • Client Engagement in Transformation

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OUR CLIENTS
WHERE HAVE WE COME FROM
Who We Have Worked With
Agenda
Who We Are

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Experience with Benchmarking
• We typically start workshops by asking participants
about their experience with benchmarking
• Last fall, one of the participants commented that
this was challenging, similar to responding to how
spicy you like your food at an Indian restaurant
• One of the benefits of formal workshops, especially
when an organization’s full leadership team
participates, is common language around
benchmarking
• So while we are early in the process, we would like you to demonstrate by
a show of hands, what your experience with metrics and benchmarking is:
• Mild – new to metrics
• Medium – some experience
• Spicy – very experienced
Experience with Benchmarking - Activity
Instructions (at your tables):
1. Identify a speaker and note taker
2. Introduce yourself to the others around your table
3. Share your expectations for this workshop
4. We’ll then re-convene and ask each table’s speaker to share
expectations with the larger group
Small
group
activity

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• US Federal Government
• Corporate demanded
explanations &
remediation plans if
targets not achieved
Aggressive
• SSO groups resented
corporate function
• Seen as paper exercise
Pushback • Took “extra care” that
reports showed targets
@100%
• Reports less meaningful
Impact
• Impact ≠ intent
• People will seek to
avoid pain
• About getting better,
not about punishment
Lessons
Learned
Evil: Metrics as Punishment
•University with Health System
•Established multifunctional Shared
Service
•Measured only the part they
controlled
•Not the end-to-end process
No Client
Engagement
•Only looking at the small portion of
end-to-end process, metrics were
green
•Presented to clients as evidence of
success of Shared Services Center
Metrics Green •Service was horrible
•Clients had to pay chargeback based
on volume regardless of whether
SSC process volume; some clients
still handled own transactions
Clients Red
•Need to develop metrics in
partnership with clients
•Whole process has more relevance
(output metric)
•Also measure inputs and
components (operational metrics) to
enable root cause analysis
Lessons
Learned
Evil: Metrics Green, Clients Red

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•Pharmaceutical company
•Setting up HR hub in Hong Kong for
time zone, culture & language support
•Planned for full slate of new technology
including case management, applicant
tracking and payroll
Technology
Enablement
•None of technology was ready at go-live
•Tried to re-implement existing US-
centric case management system
•Eventually settled on manual process
(macro-enabled spreadsheet)
Manual
Process •Five metrics were implemented at go-
live
•Manal processes were integrated into
day-to-day procedures (seamless)
•Resulting performance reports were
more timely and relevant than those of
established hubs with the old case
management system
Outcome
•Technology is oversold
•Better to have a small number of the
right metrics, than a large number of
less relevant metrics
•Macro-enabled spreadsheets &
optimized workflow can be
transformative
Lessons
Learned
Good: Less is More
• Manufacturing Co.
• Credit controller and
SSO Head fired due
to poor collection of
accounts receivable
Act First
• End-to-end process
review
• Focus on root cause
analytics
Investigate
• Weakness in cash
collection was
upstream of SSO
• No relevant input
KPIs
Discover
• People fired
unnecessarily
• Need effective KPIs
to manage
Lessons
Learned
Evil: Fired Employees Unnecessarily

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• Introduction of
input KPIs
• SSO concerned
about client
reaction
Input KPIs
• Positive reaction
• Clients embracing
concept
Client
Reaction • Client actively
asking for
information
• “How can I make
this better?”
Evolution
• Finding efficiencies
• More partner-led
initiatives
Growth
Good: Engage Client, Drive Improvement
Agenda
Who We Are

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First, some Definitions…
• Metrics: The list of items being measured with their specific definitions.
• Key Performance Indicators (KPIs): A sub-set of metrics that typically focus
on input and output measures, often are used to populate dashboards, and
provide a good sense of overall performance despite their limited number.
• Measures: The actual values/past results recorded against the metrics.
• Benchmarks: The measures against which the organization assesses its
performance. The most relevant benchmark is often past performance and
a baseline presumption is that organizations show improvement over time.
It is also valuable to obtain third party benchmarks to drive continuous
improvement and the adoption of leading practices.
• Targets: The negotiated and agreed service levels, often set with reference
to benchmarks. Generally any metric with a target would be considered a
KPI, although not every KPI will have a target.
OutputProcess
Input
KPIs
Operational
KPIs
Output
KPIs
Measure provider contribution
Efficient, effective, timely
processing?
e.g., Cost to screen resume for
minimum requirements
Become “individual KPIs” if
broken down by person
Measure end-to-end process
What does client need overall
from this process?
e.g., How long it takes from
vacancy to onboarding
A.K.A. “lagging” indicators
Measure client/consumer input
Timely, standardized and in the
prescribed format?
e.g., Completeness of
information in request to hire
A.K.A. “leading” or “reverse”
indicators
Input
Types of Metrics

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Parameters for Metrics
• Consistent, accurate and complete to agreed standardQuality
• Responsiveness and turnaround timesTimeliness
• Meets policy, regulatory and statutory requirementsCompliance
• Volume measuresWorkload
• Effort and cost per unit of outputEfficiency
• Client and employee satisfactionSatisfaction
Parameter Description
Specific
Standardized
definition
Not subject to
interpretation
Measureable
Possible to measure
and compare
against
targetAccountable
Possible to assign
accountability for
action plan &
results
Relevant
Link to strategy of
organization
Acting on it
impacts
performance
Time-Bound
KPI only has
meaning if linked
to period of time
Metrics need to be S.M.A.R.T.

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Identify
Goal
Define
KPI
Set
Target
Develop
Initiative
Criteria: Relevant – “move the needle”
Simple To Understand
Dynamic – move up and down, not always constant
Timely – not out of date
Easy to measure
Actionable – drive business decisions
Targets are Practical, Relevant & Achievable
1. Include all types: input, operational, and output metrics
2. Link metrics to strategic goals and cascade from strategy/goals to strategic metrics, to
operational/output metrics, then to individuals metrics
3. Negotiate and agree with the client and departments
4. Include targets for current and future operations and comparisons to external benchmarks
5. Establish a process to refresh metrics as targets are achieved or become less relevant
6. Include key exception indicators to go after exceptions/defects in processes and drive
continuous improvement
7. Enable with technology to minimize/eliminate manual data collection
8. Cover the key targets of customer service level, quality of service, cost and efficiency.
9. Use to drive continuous improvement and all elements of the Client Interaction Framework
10. Ensure metrics are SMART (Specific, Measureable, Achievable, Relevant, Time-bound)
Best Practices in Performance Measurement

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Agenda
Who We Are
Four Critical Success Factors for Transformation
Client
• Service orientation in place
• Structured way of dealing with customers
• Customer satisfaction levels understood
• SPAs in place
• Reality versus perception
• Account management
Process
• Standardized, controlled & repeatable activity
• Processes documented with clear roles &
responsibilities
• Agreed service deliverables at consistent quality
• Benchmarking – internal/external
• Metrics: input, operational & output KPIs
Technology
• ERP implemented
• Document Scanning Solution
• Workflow
• Automated Payments
• Elimination of Side Systems
• Self services tools
• Automated Score Cards
People
• Skilled Leadership in place – do not compromise on
competencies
• Team shape & stability – process shaped/spans of
control/staff – perm v temps
• Team members – culture, values & behavioral competencies
assessed
• Team morale, reward & retention
• Working environment conducive to team working

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Corporatization/Centralization:
• Users of service must accept corporate
direction
• Cost containment is prioritized over
performance
Transformed Shared Services:
• If consumers of service are unhappy, they’ll
leave
• Performance is prioritized over cost
containment
No Customer, No Transformation
Scenario: “Management decides to reduce the hours of their help desk for their
information technology services.” What are the key drivers behind the decision?
If your organization is not focused on the client, you either:
Do not have Will not
transformed or have transformation
Shared Services for long (it will fail)
Customer Service
• Providing customer service in leading practice Shared Services
Organizations is not:
✕ The customer is always right
✕ The customer always gets what they want
✕ Putting your staff through customer service training and calling it done
✕ Developing a new service delivery model, technology portal, metrics framework,
then presenting it to your the client and expecting them to appreciate it
• Customer service is about:
✓ Identifying your client & understanding them
✓ Understanding that client inputs are critical to the success & sustainability of
outputs
✓ Working with your client in partnership to design and transform the process
✓ Distinguishing between wants and needs
✓ Developing a leading practices Client Interaction Framework

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Client Interaction Framework
Account
Management
SSO to client; via reporting,
interaction, escalation &
communication
Client Contact
Management
Client to SSO; to manage and
resolve queries and drive
learning/improvement
Service Partnership
Agreements
SPAs are 2-way agreements
clarifying both SSO services
and client inputs
Client Feedback
Client satisfaction
continuously monitored both
informally and formally
Continuous
Improvement
Mechanisms to identify the
areas for improvement and
to develop solutions
Process Control
Database
Documents end-to-end SSO
processes; highlights activity
of both SSO & client
Performance
Measurement
Comprehensive KPIs,
measures and metrics
framework, SSO & client
Performance
Reporting
Process performance will be
reviewed monthly by SSO
and client
Recharging
Methodology
Methodology for funding,
engaging the client, and
commercializing operations
Metrics Enable the Client Interaction Framework
Recharging
Methodology
Performance
Reporting
Performance
Measurement
Process Control
Database
Client
Feedback
Client Contact
Management
Service Partnership
Agreement
Account
Management
Bring reality check to
client conversations
Measure input volumes
and exceptions
Documentation of
negotiated service levels
Process
handover points
Reported regularly to all
stakeholders
Full framework of input,
output, and operational KPIs
Measure
client satisfaction
Chargebacks typically
linked to KPIs
Continuous
Improvement
Support culture of

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Agenda
Who We Are
Grouping Clients, Consumers, Stakeholders
Here are some groupings of stakeholders, clients and consumers that we have come across in higher education
organizations. Your back office may provide services to all or some of these groups, depending on such factors as
scope, contracts/agreements, culture, and historical practice.
• Faculty Teaching staff, employees or contracted
• Administration Employees and contractors who work in the back office (e.g., human resources, finance, information technology)
• Executive Senior leadership of organization; could include representatives of other groups such as physicians
• Researchers For example, “principle Investigators” or “scientists”; generally non-medical doctorates, in charge of research labs and grants
• Lab Staff Employees and contractors working in lab under researchers
• Post Docs Students working on terminal degree, working towards faculty or academic position
• Academics Generally a more inclusive term for non-administrative departments; could include faculty, researchers, post docs
• Schools An institution for specialized higher education
• Functions A back office service line such as human resources, finance, information technology, procurement, or facilities
• Departments A school (“academic department”) or function (“administrative department”)
• Students A person who attends a school, college, or university
• Community The broader community of stakeholders outside of the university

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Clients, Consumers, Stakeholders: Part of Process
Stakeholders
Consumer
Client
Provider
Output
Process
Input
Clients, Consumers,
Stakeholders:
all could provide input
into a process, all could
receive outputs
What is the difference
between these three groups?
Why does it matter?
Clients, Consumers, Stakeholders: Comparison
Parameter Clients Consumers Stakeholders
Key Word • Collaboration • Communication • Consultation
Direction • Bi-directional • One direction (at a time) • Bi-directional
Interact with process • Directly • Directly • Indirectly
Awareness of their
impact on process
• Medium-to-high • None-to-little • Depends on role
Special
characteristics
• Can work in partnership
with provider to improve
process
• Influenced by consumers
• Generally high volume and does not
have direct control over process
• Service to this group is often core to
mission of organization
• Can have veto
(official or unofficial)
• Influenced by clients
and consumers
Metaphor • Uncontrolled intersection • Divided highway • Traffic light
Identify your clients,
they are the fulcrum to
enable change

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Activity: Classify as Providers, Clients, Consumers, Stakeholders
Assume that you are the manager of students services:
• Your direct reports
• Faculty member
• Students
• Administrative manager in school
• Dean of School
Assume you are the manager of payroll services:
• Your direct reports
• Salaried staff
• Faculty member
• Administrative manager in school
• HR Benefits advisor
• CHRO
• Executive
• Union steward
• HRIS manager
• Dean of school
• Community representative
Ø Provider
Ø Stakeholder
Ø Consumer
Ø Client
Ø Stakeholder
Ø Provider
Ø Consumer
Ø Stakeholder
Ø Client (provides input to payroll) or provider (within end-to-end process)
Ø Client
Ø Stakeholder
Ø Stakeholder
Ø Stakeholder
Ø Stakeholder
Ø Stakeholder
Ø Stakeholder
Now consider who will have the most influence over how you do your work and
whether service provision is successful.
• If you say everyone, you will not have anywhere to start
• Clients are the fulcrum
• Even with a strong mandate from stakeholders, clients can “walk slow”
• Clients make decisions on behalf of consumers
• Stakeholders generally rely primarily on the assessment of clients,
secondly on feedback from consumers
• Clients can work in partnership with provider
• In this example, work with your colleagues in HR and the administrative
managers to optimize and improve processes
Individual
activity
Identifying & Engaging your Client: Context
• It helps to have a specific purpose/activity when identifying your client
• The initial reaction may be: “everyone is my client”, but this perspective doesn’t
enable transformation
• A critical first step is to start with a purpose/goal
• Whether a group is a client or not, depends on the question being asked
• To illustrate this, we’ll use the example of performance measurement
• Assume your boss has just told you to develop a set of metrics
• What do you do?
• Traditional approach:
• Brainstorm some metrics, perhaps “Google-it”
• Start tracking and develop a performance report
• Attempt to analyze on results and demonstrate relevance of report to its recipients
• Put report on shelf until next month
• Let’s try a different approach...

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Identifying & Engaging your Client: Activity
Instructions:
1. Identify a volunteer (will be providing example/content for table)
2. Determine goal/purpose for performance measurement
• What are you trying to change/improve?
• Needs to be S.M.A.R.T. (specific, measureable, accountable, relevant, time-bound)
3. Brainstorm list of who will receive the performance report
4. Identify the client
• Someone who you can work in partnership with to achieve goal
• Benefit to them if process is improved
• Directly interface with process, have some control over inputs/outputs
5. Define the metric that will be reported
Small
group
activity
Identifying & Engaging your Client: Debrief
Open discussion with large group:
• How easy or challenging was it to identify your client? Why?
• Did it help to start with a purpose/goal?
• Were you able to identify a key client or did you still have a broad list?
• Did anyone identify an input metric? How would you leverage this?
• What are your thoughts on the analysis and relevance of resulting performance
report? (as compared to developing metrics before identifying the client)

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Agenda
Who We Are
Setting Benchmarking Targets
Why What When How
Why are you
setting a target?
Identify the
client and goal
to be achieved
What are you
going to measure?
Define a specific
metric & agree
with client
When have you
achieved success?
Define the target
in reference to
benchmarks
How will you
achieve goal?
Develop specific
actions to
achieve goal
A common mistake for
organizations is to start and
end with the third step, by
essentially assigning targets
to a selection of metrics
based on past experience.
If you do not identify and
engage the client in the
design of your Performance
Measurement Framework, it
will be more challenging to
demonstrate how the
resulting performance
reports are relevant to them

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Potential Sources for Benchmarking Data
Organization Website Description Subscription Functions
APQC www.apqc.org The world’s foremost authority in benchmarking, best
practices, process and performance improvement, and
knowledge management
Paid
membership
All functions
SSON Analytics www.sson-
analytics.com
The global data analytics center from the Shared Services &
Outsourcing Network (SSON)
Paid
membership
All functions with
Shared Services
focused
CUPA (College and University
Professional Association for
Human Resources)
www.cupahr.org CUPA-HR provides leadership on higher education workplace
issues in the U.S. and abroad. We monitor trends, explore
emerging workforce issues, conduct research, and promote
strategic discussions among colleges and universities.
Paid
membership
HR & Higher
Education
Industry
SHEEO (The State Higher
Education Executive Officers
Association)
www.sheeo.org It is the national association of the chief executives of
statewide governing, policy, and coordinating boards of
postsecondary education. It serves as a source of information
and analysis on educational and public policy issues.
FREE Higher Education
SREB (Southern Region
Educational Board)
(other regions, as appropriate to
your institution)
www.sreb.org A non-profit organization headquartered in Atlanta. It works
with states to improve public education at every level and
help policymakers make informed decisions by providing
independent, accurate data and recommendations
FREE Education
NCAA (The National Collegiate
Athletic Association)
www.ncaa.org A member-led organization dedicated to college athletes Paid
membership
Education
Your Experience in Benchmarking
Questions for discussion:
• What are other benchmarking sources you have used?
• What successes in benchmarking have you had?
• What challenges in benchmarking are you working through?
• Who you would like to benchmark your organization against?
• What do you need to support benchmarking going forward?
Large
group
activity

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Establishing or Rebuilding Frameworks
Mobilization
• Define the scope of the
process being measured
• Identify your client
• Mobilize your resources
• Clarify your goals/
objectives for
performance
measurement
Assessment
• Collect existing metrics,
measures and performance
reports
• Interview stakeholders to
determine themes and
requirements
• Develop a technology
landscape and appraisal to
determine the opportunity
for technology
enablement, including the
availability of case
management systems
• Review action plans and
follow up resulting from
prior performance
reporting
Gap Analysis
• 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,
simple to understand,
dynamic, easy to measure,
drive business decisions)
Recommendations
• What resourcing is
needed?
• What technology is
needed/will be available?
• Are we leveraging existing
strengths and addressing
our current challenges?
• How will we socialize the
framework, achieve buy-in,
and support change
management?
• What are the key metrics
that require targets and
how will these service
levels be established?
• What timeframes are
realistic and needed?
• Future state if we continue
as-is?
•Create vision and develop clear roadmap
•Don’t expect immediate buy-in on KPI framework
•Negotiated and agreed with client
Achieve Buy-In
•If you go too fast, you’ll lose everyone
•Build understanding through working with teams
•Build skills in analysis, management and continuous improvement
Watch Speed
•KPIs done properly improve client engagement
•Dig deep to understand issues
•Frank, open and honest conversations with the client
Overcome
Resistance
•Push/Pull Dynamic (client expectations vs. affordability)
•Plan/Do/Check/Act approach
•Choices are data-based
Set targets
•If achieve 100% every period, change target or drop KPI
•Continually evaluate to ensure meaningful, aligned & relevant
•Consider introducing KEIs (Key Exception Indicators)
Continue to Evolve
Winning Strategies

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Agenda
Who We Are
Sample Tool: Cost & Productivity
HR FTEs per 1000 employees
• 16.1 HR FTEs per 1000 employees
• Slightly better than median
performance against all organizations
• Bottom performance against peer
revenue organizations
HR FTEs per $1b Revenue
• 86.0 FTEs per $1b revenue
• Between bottom and median
performance
Personnel cost per $1k revenue
• $7.56 on HR direct compensation per
$1000 revenue
• Significantly more expensive than
bottom performer group

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Sample Tool: Client & Provider Feedback
• Overall get the basics done, even
though technology, org structure &
processes are barriers (shaded box
on chart)
• Internal client rated services higher
than providers in this HR example
• In many organizations the
internal client doesn’t know
the potential scope of HR
services
• Average score was slightly above
neutral (3.2)
Sample Tool: Client Satisfaction Survey
Tips:
• Design scale to provide some
granularity (4 = good can be
too much of default)
• Include narrative to provide
some context for scores
• Pull out themes and link in

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Sample Tool: Client Satisfaction Survey
Tips:
• Provide trends where possible
• Report on performance standards – a standard that cannot be
measured is not a standard, it is an aspirational goal
• Include reporting on projects
Top Three Takeaways
1. Benchmarking enables and
supports a proactive, structured
approach to client relationships
2. Benchmarking can be used for
good or evil – don’t be evil
3. Picking the right metrics is just
as important as deciding to use
metrics – wrong choices will
drive wrong behaviors
Leverage our Experience
for Your Success

4/25/17
25
Contact us
www.chazeypartners.com
enquiries@chazeypartners.com

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