{"id":3581,"date":"2018-07-13T16:33:26","date_gmt":"2018-07-13T16:33:26","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=3581"},"modified":"2022-09-05T20:51:02","modified_gmt":"2022-09-05T20:51:02","slug":"enhancing-process-quality-in-hr-shared-services","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2018\/07\/enhancing-process-quality-in-hr-shared-services\/","title":{"rendered":"Enhancing Process Quality in HR Shared Services"},"content":{"rendered":"

Introduction<\/strong><\/span><\/p>\n

Delivering high-quality services has been a core tenet for most HR Shared Services (HRSS)<\/a> operations from their inception.\u00a0 While this is a noble objective, HRSS organizations can find it challenging to make improvements in quality once the initial benefits of consolidation and standardization are realized.\u00a0 Certainly, this quest to improve quality levels has been boosted by the increased utilization of such quality disciplines as Lean and Six Sigma<\/a>, where the company has leveraged the increased structure of a formal quality program to enhance its overall HR Shared Services operation.<\/span><\/p>\n

Company Experience<\/strong><\/span><\/p>\n

On a recent Peeriosity PeercastTM<\/sup>, a large healthcare company based in the U.S., with over $12 billion in revenue and 60,000 employees, shared their experiences in improving service quality at their HR Shared Services center.\u00a0 For this HRSS center, service quality is all about knowing what the expectations are of their internal customers and meeting or exceeding them.\u00a0 To accomplish this, they have worked to create a culture of continuous improvement, with primary emphasis on seven key quality program components:<\/span><\/p>\n