Perform! Benchmark™ - OVERVIEW

1. Perform! Benchmark™ - OVERVIEW Current State Benchmarking & Best Practices Analysis Tool for the Public Sector • www.performworld.com • info@performworld.com

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

3. Improve productivity in support services like Finance and HR to save money to redeploy to front-line services? Cut front-line service provision? OR

4. 3 Steps to Operational Excellence Step 2 Perform! Diagnostic Detailed Analysis Builds an Action Plan for Change Step 3 Perform! Operational Measurement System Ongoing Performance Measurement Drives Continuous Improvement Step 1 Perform! Benchmark Understanding Current State Performance Quantifies the Opportunity

5. Perform! Benchmark™Solution Do you wish to benchmark your organisation’s performance versus average and world class to understand your relative positioning? YES Benchmark Graphical Output Indicating an organisation’s positioning vs. average & world-class performance and levels of best practices deployed. Identifies performance gaps & issues and actions that need to be addressed. Perform! Benchmark™ Benchmarking & Best Practice Assessment Tool focused on the key performance measures that really matter.

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™ Human Resources Benchmarking Tools Available Now… Finance Frontline Services Benchmarking Tools Coming Soon… Other Support Services Procurement

8. 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 Data for Illustrative Purposes Only

9. Finance Benchmark Process Level Scope Accounts Payable Forecasting Staff Expenses Budgeting Sales Invoicing Finance Processes Treasury Accounts Receivable Tax General Ledger & Reporting Finance IT Inter Company Fixed Assets

10. 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 Data for Illustrative Purposes Only

11. HR Process Level Scope Training Recruitment HR Strategy Payroll Human Resources Processes HR IT Employee Records HR Reporting Benefits Performance Management Case Management Exits Relocations

12. Perform! Benchmark™ - INPUTS & OUTPUTS Current State Benchmarking & Best Practices Analysis Tool for the Public Sector • www.performworld.com • info@performworld.com

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 Accounts Payable Questions to Assess Levels of Best Practices Deployed

16. Example Accounts Payable Graphs Showing Levels and Stages of Best Practice Deployment

17. Example Accounts Payable Graphs Indicating Levels of Process Problems Impacting Services Delivered

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

20. People,Team & Culture Assessment Questionnaire

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. Accounts Payable) and how it connects to other relevant processes in the columns (e.g. Procurement) (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

24. Analysis of Enabling Technologies Deployed

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. Accounts Payable) is:- • Full Time Equivalents (FTE) working on the process • Key Transaction volumes (eg no of invoices) – 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 Finance Benchmark Metrics Data for Illustrative Purposes Only

29. Example Overall Finance Benchmark Metrics Data for Illustrative Purposes Only

30. Scale of Opportunity for Savings vs. Benchmarks Data for Illustrative Purposes Only

31. Accounts Payable Process Benchmark Comparisons Data for Illustrative Purposes Only

32. Accounts Payable Benchmark Reports Data for Illustrative Purposes Only

33. Accounts Payable Benchmark Reports Data for Illustrative Purposes Only

34. Accounts Payable Benchmark Reports Data for Illustrative Purposes Only

35. Inputs Required – Additional HR Specific Benchmarking Data (HR Benchmark only) • 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. For further information about any of these Performance Measurement & Benchmarking solutions contact… Jonathan Russell PerformWorld “Creating Operational Excellence” jonathan@performworld.com Tel +44 (0)7903 134709 www.performworld.com Visit the shared services knowledge site… www.xlr8sharedservices.org