Perform Benchmark - OVERVIEW DATA CAPTURE INFORMATION

1. 1 Perform! Benchmark™ - OVERVIEW & DATA CAPTURE INFORMATION

2. Is your organisation under pressure to cut costs without impacting the delivery of front-line services?

4. 3 Steps to Operational Excellence

5. Perform! Benchmark™Solution 5

6. Perform! Benchmark™ Key Features Quick to Complete Focuses on the Metrics that Matter Analyses Best Practices Deployed Assesses Key Operational Issues Integration Levels & Enabling Technologies Used Comparisons vs. Average & World-Class performance Individual Results Remain Private to Each Participant

7. Perform! Benchmark™

8. Key Stats – HR Benchmark Model Up to 150 best practice questions to help you understand where you are and give an insight into the “art of the possible” Up to 220 graphs to help you assess your current state HR processes versus average & world class performance

9. HR Process Level Scope

10. Key Stats – Finance Benchmark Model Up to 260 best practice questions to help you understand where you are and give an insight into the “art of the possible” Up to 160 graphs to help you assess your current state Finance processes versus average & world class performance

11. Finance Benchmark Process Level Scope

12. 12 Perform! Benchmark™ - INPUTS & OUTPUTS

13. Best Practices Assessment Around 20-40 best practice questions per process Determines organisation’s level of maturity -Technology -Organisation -Process Simple to complete and user-friendly graphical output

14. Inputs Required - Best Practice & Problems Impacting Service Delivery Questionnaire The best practices & “problems impacting service delivery” questionnaire has been designed to identify the current levels of best practices deployed and the extent of service delivery problems. When we look at the productivity & unit cost performance graph results we will be able to see if there is a correlation between actual performance and levels of best practices/ problems Consider each question and select the relevant option from the dropdown list to describe your current position (6 Options from “Fully Implemented” to “Not Applicable”- see slides below) If you wish to clarify any point regarding your selection, make an entry in the notes box alongside The questions on problems impacting service delivery are answered in a similar way together with ability to clarify with notes People with a good overview of the processes and their stage of maturity should be involved in completing this section. It may be necessary to involve individual process leaders depending on overall spread of knowledge Non-applicable process sections do not need to be completed

15. Example Recruitment Questions to Assess Levels of Best Practices Deployed

16. Example HR Process Graphs Showing Levels and Stages of Best Practice Deployment 16

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18. Inputs Required – People, Team & Culture Assessment Questionnaire This is an optional section and is designed to provide an insight into people related practices in addition to the technology and process related best practice questionnaire Consider each question and select the relevant option from the dropdown list to describe the extent to which HR practices are adopted (5 Options from “To a Great Extent” to “Not Applicable”- see slide below) If you wish to clarify any point regarding your selection, make an entry in the notes box alongside People with a good overview of the working environment/ HR leadership should be involved in completing this section.

19. People, Team & Culture Assessment Organisation Design Resources Planning Training & Development Performance Management Employee Relations Culture Change Readiness

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21. System Integration & Enabling Technology Analysis Core systems used System Linkages Assessment -Manual -Interfaced -Integrated Enabling Technologies Deployed

22. Inputs Required – Core systems Used, System Integration Levels and Enabling Technologies Used This section is designed to provide an understanding of current systems used and provide an insight into current levels of systems integration and enabling technology maturity For systems integration levels assessment, consider each process area by row (e.g. Employee Record Changes) and how it connects to other relevant processes in the columns (e.g. Payroll) (4 Option selections –Integrated, Interfaced, Manual or Not Applicable) Select the relevant option to describe the linkage between the two processes (i.e. 0= N/A, 1 =Manual, 2=Interfaced, 3=Integrated) The enabling technologies section is completed in a similar manner People with a good overview of the systems and enabling technologies used as well as having an understanding of IT solutions that could benefit the organisation should be involved in completing this section

23. Analysis of System Integration Levels 23

24. Analysis of Enabling Technologies Deployed 24

25. Inputs Required – Process Analysis This section is designed to provide an understanding of current “in scope” process performance levels to compare to average & world class performance Organisational data required is:- Annual Revenue and Total Costs Total Full Time Equivalent Staff working in Organisation Data required by process (e.g. Recruitment) is:- Full Time Equivalents (FTE) working on the process Key Transaction volumes (eg no of offers) – split manual/ automated Costs applicable to the process – broken down by salary related, direct on-cost, IT cost, outsourcing cost, corporate overhead etc Non-value add, errors & defects & SLA performance - % estimates A few key process metrics eg % credit notes, days for month end close People with a good overview of each of the processes should be involved in completing much of this section (each process leader may need to be involved depending on overall knowledge levels). Individuals who manage the actual salaries data & cost centres should be involved to provide the relevant cost information for each process

26. Key High Level Output Metrics for Finance & HR Costs as % Revenue or Cost - Decentralised - Centralised - With or Without Shared Services - Transactional Processes only Staff per £500m on Revenue or Costs Gaps in Performance vs. Average & World-Class to quantify the scale of opportunity

27. Graphical Output vs Benchmarks for Each Process e.g. AP Process Costs as % Revenue or Total Costs FTE per £500m Revenue or Costs Cost per transaction Manual vs. Electronic Transaction Levels Productivity per FTE Average Salary per FTE Error & Defect Levels Service Level Agreement Performance Key Business Metrics (dependent on process)

28. Example Overall HR Benchmark Metrics 28

29. Example Overall HR Benchmark Metrics 29

30. Scale of Opportunity for Savings vs. Benchmarks 30

31. Example Process Level Metrics - Recruitment Process Benchmark Comparisons 31

32. Example Process Level Metrics - Recruitment Benchmark Reports 32

33. Example Process Level Metrics - Recruitment Benchmark Reports 33

34. Example Process Level Metrics - Recruitment Benchmark Reports 34

35. Inputs Required – Additional HR Specific Benchmarking Data Wealth created/value add and intangibles Workforce analysis- perm, temps, manager & staff, span of control Staff movements – beginning to end of year, staff turnover etc Absenteeism & overtime rates Occupational health & grievance incident rates & costs Recruitment – average days to fill and start roles, % workforce sourcing channels, average years of service Training- training hours by type, % training channels, no of trainers & ratios Revenue, cost & profit per FTE Remuneration/ revenue & cost factors HR staff /total staffing factor Inhouse vs outsourcing rates

36. 36 Jonathan Russell Perform World “Creating Operational Excellence” jonathan@performworld.com Tel +44 (0)7903 134709 www.performworld.com Visit the shared services knowledge site… www.xlr8sharedservices.org For further information about any of these Performance Measurement & Benchmarking solutions contact…