Shared services metrics

Shared services centers are centrally-located facilities that provide administrative support for the business. Because these centers are typically developed to reduce costs and improve internal service levels, shared services metrics center around measuring the benefits (productivity, cost, quality and service) of centralizing functions such as. BASC is organized around functional processes.

Each process has a unique set of technical processing and service delivery requirements and goals. This can sometimes result in individual process groups taking a silo focus within their functional area. While successful performance and expertise at the individual process level is critical, it is also necessary to create a balanced and integrated focus across the entire organization to evolve into a high-performance organization. See full list on ssonetwork.

It is not one good thing done well by one, but all good things done well by all, that defines a successful high-performance organization. Creating a common focus among all, on easy-to-understand performance metrics , is one way to drive behavior toward common definitions of success. This can be accomplished by implementing an integrated overall performance framework that includes common definitions and measur. BASC strives to drive behavior focused on balanced performance dimensions via the BASC Success Matrix.

A significant imbalance in the level of focus given to one KFA could suboptimize total performance. For example, a disproportionate focus on driving overly aggressive cost reductions, could ne. Measuring customer service using customer surveys relies somewhat on human perception and emotion.

While perception is reality from the customer perspective, it should also be balanced with measurements derived from empirical data. For this reason, BASC also includes a KPI based on SLA metrics. BASC performs web-based customer surveys about once a year. The target score is set at a minimum of 4. BASC measures financial performance from both an internal and external perspective via external benchmark studies, unit-cost trends, and budget variances. BASC conducts a formal external benchmark study every few years to compare cost and operational performance to external companies.

The overall BASC objective is to continue moving toward 1st-quartile , as compared to other companies. Benchmark are used to measure progress toward 1st-quartile rankings, and provide a motivation. Benefits include continued cost and productivity efficiencies, enhanced controls, minimization of risk, and the creation of employee development opportunities. BASC tracks the number and quality of improvements initiated (large and small) and measures project success using project milestones met. Employees must have the skills and desire to deliver quality services to customers, drive cost efficiencies, and initiate improvements.

If not, overall in all KFAs will suffer. Employee surveys are conducted each year across the BellSouth affiliates. BASC has achieved considerable success in its first few years. The survey attempts to captu.

An actionable summary that deep-dives on the top KPIs using which shared services teams will be able to evaluate process performance, identify actionable next steps for improvement and make strategic impact on the organization. This implies that Key Performance Measures (“KPI’s”) are actionable, balance and consistent with service level agreements, cascaded to individuals and tied to their performance. What are the benefits of a shared service model? Why shared services will benefit everyone? What is the definition of shared services?

Within a Performance Measurement Framework for Shared Services , establishing metrics that are linked to each other. A single SLA is shared by all NASA Centers and signed by each of the. NSSC to NASA Centers and Headquarters Operations. Metrics and Reporting.

Employee Satisfaction was a cherry on the cake, but most CFO’s didn’t require the cherry. With today’s value on engaged and happy employees, it’s no longer enough to control costs. Shared services organizations (SSOs) deliver and demonstrate value to their internal customers in many ways.

Managers improve the three main components of shared services — people, process and technology — but the most successful teams typically share five characteristics. However, institutions historically lack mechanisms for selecting and tracking core performance metrics , and often they are unsure how to begin organizing and evaluating data, even when it does exist. This month’s metric breaks down the number of shared services center full-time equivalent employees (FTEs) needed (normalized by $ billion revenue) to perform finance processes that are commonly centralized. GSA’s Role in the Sharing Quality Services CAP Goal. GSA and the Office of Management Budget lead the Cross-Agency Priority Goal on Sharing Quality Services.

This work will improve mission support services to agencies so they can focus on delivery to taxpayers. Purchase this document today to identify and begin measuring the right Shared Services metrics. HR Shared Services (HRSS) and the overall HR Organization. KPMG has developed number of KMonitor reports dedicated for Shared Services Centers. Our analysts began with building key performance indicators from exisiting production data.

The KPIs were designed to enhance the internal control mechanisms and monitor metrics representative of particular processes and departments.