{"id":1994,"date":"2014-12-11T22:34:26","date_gmt":"2014-12-11T22:34:26","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=1994"},"modified":"2022-08-11T23:42:55","modified_gmt":"2022-08-11T23:42:55","slug":"communicating-shared-services-results-to-key-stakeholders","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2014\/12\/communicating-shared-services-results-to-key-stakeholders\/","title":{"rendered":"Communicating Shared Services Results to Key Stakeholders"},"content":{"rendered":"

Shared Services organizations are typically adept at gathering process-level performance metrics for use internally within Shared Services to provide performance feedback and set priorities for improvement for Shared Services staff and management<\/a>.\u00a0 Communicating results to stakeholders and key internal customers, while equally important, is not typically given the same level of attention.\u00a0 In addition, the design considerations for external communications are more complex.\u00a0 Developing a communication strategy for people who are outside of Shared Services requires careful consideration of the reasons for the communication, the individuals who should receive the information, and how the information can be best structured and delivered to achieve the desired outcomes.<\/span><\/p>\n

Recently, a PeercastTM<\/sup> in the Shared Services Leadership research area<\/a> featured a member company that just completed a large Shared Services implementation that uses over 750 employees to deliver 20+ services across Hire-to-Retire, Record-to-Report, Procure-to-Pay, and Call Center Support Services.\u00a0 Because centralized Shared Services was a new delivery model for the company, it was of critical importance that external communications were well-designed and managed.\u00a0<\/span><\/p>\n

During the PeercastTM<\/sup> the featured company shared how one of the responsibilities of their Client Relationship Management team is to communicate performance results to key stakeholders<\/a> and external customers. \u00a0The team developed service catalog documents that detailed all service metrics, with catalog metrics that are then used to create a customized monthly client dashboard.\u00a0 The dashboard is a top-level highlight of costs, volumes, and service level performance, with a top-level status report on active projects.<\/span><\/p>\n

The iPollingTM <\/sup>question that supported the PeercastTM<\/sup> asked members to indicate the primary method they used to communicate Shared Services results to stakeholders and key internal customers.\u00a0 For 31% the primary method is e-mail, and for 27% it is periodic face-to-face meetings with individual stakeholders or key customers, with another 8% conducting periodic face-to-face meetings with groups of stakeholders or key customers.\u00a0 Virtual meetings with individual stakeholders or key customers are the primary method for 15% of the companies.\u00a0 No one selected sending a hard copy of the results as the primary method of communication.<\/span><\/p>\n

\"primary<\/p>\n

The second poll question asked member companies to comment on the type of Shared Services results that are provided to the stakeholders and key customers.\u00a0 The results indicate that 92% of member companies create a customized results package, with half of these customized by the individual recipients and the other half customized based on the role of the stakeholder or key customer.\u00a0 The remaining 8% prepare a standard results package for all recipients, regardless of their role in the company.\u00a0<\/span><\/p>\n

\"results<\/p>\n

Here are some of the comments from members:<\/span><\/p>\n