Service Delivery and Information

Here are some recommendations for the areas where you did not score highly. Use these recommendations and
other resources to construct your development plan.
Recommendations
o Engage with your leadership colleagues to develop a vision/philosophy for delivery models. Communicate this
vision broadly so that senior managers are clear.
o Ensure your nowledge of all sectors of your business is up to date to enable you to lead the thining and decision!
maing on the most appropriate service delivery models.
o Develop systematic "listening# processes whereby you can both directly and indirectly listen to the demands of your
ey customers and staeholders.
o $or with e%ternal e%perts to assess the degree of "service e%cellence# that e%ists in the H& function#s culture.
Identify gaps and an improvement plan.
o Use the '(/)( rule to identify opportunities to increase customer satisfaction. *ypically organisations find that '(+
of profits come from )(+ of customers, teachers give roughly '(+ of their attention to )(+ of students, and so
on. $hat are the few ey drivers that most satisfy your customers- Deliver cost savings- .enerate profits- Use
the '(/)( rule as a guideline to focus priorities and resources.
o /uild your nowledge of the most effective ways to handle complaints/escalations. Carry out "root cause analysis#
to identify changes to be made in the process.
o Ensure you use rigorous change management processes when implementing a new service delivery model to tae
the team/organisation on the 0ourney with you.
o Establish lins/networ with internal and e%ternal e%perts in vendor and contract management.
o 1articipate in ma0or/international commissioning processes and tendering opportunities to eep up to date with
leading!edge practice.
o 2orm close relationships with your colleagues in purchasing/procurement. Ensure you are an "informed buyer# of
services.
o Create a balanced scorecard. *he term "balanced# refers to the traditional bias in business to focus too much on
financial metrics while ignoring or downplaying other inds of information, such as employee and customer
satisfaction. /y creating and monitoring a balanced scorecard you can 3uicly identify trends and future!
predictors.
o Create a charter, or social contract, with each customer or staeholder group you serve or impact. *his should
clarify the shared goals and values as well as the roles and responsibilities of each party. 4s the relationships
evolve you can return to the charter to help guide the organisation through difficult decisions and trade!offs.
o Identify the most appropriate continuous improvement tool for your business, such as Si% Sigma, 5aisan and 6ean,
and drive the use of this throughout the organisation.
o Empower action and don#t let up. 7otivate your teams to act by identifying obstacles or barriers that may hinder
success and be proactive to mobilise against them. *his will show your team your level of sponsorship and
commitment to the 0ourney.
o Engage hearts and minds. 8ou set the tone for how people embrace continuous improvement. /y encouraging
and prompting people to loo for better ways of doing things, you engage them on two levels. 2irst you are
communicating to them that you value their thoughts and second you are engaging their hearts and helping
them to emotionally connect. /y doing so they become a part of the solution and are more committed to new
and better ways of doing things.
o Ensure your nowledge of H& technology models is up to date 9for e%ample portals, intranet/Internet, call centres,
and so on: and ey providers 9for e%ample S41, ;racle, and so on:.
o 1rovide formal and informal opportunities to continuously review the H& technology model to ensure it meets the
needs of H&, its customers and the organisation.
o Develop and implement a systems design process and standards to be used across the function/organisation 9to
include needs identification, options appraisal, provider selection, and so on:.
o 4pply rigorous change management sills/tools to all system implementation processes.