Improving KPIs and Morale in Shared Services

{{article.creator.firstname}} {{article.creator.lastname}}
Editor Coda
Apr 2, 2014

At our recent Summit for Leaders in Shared Services and Outsourcing, Diane Thornett, Shared Services Director at Adecco UK presented on her stunning achievements to improving not only productivity but to the quality of the work and the morale of her shared services team.

The Adecco Group is an HR solutions provider and recruitment agency.  Adecco UK & Ireland is a £1.7bn revenue subsidiary of Adecco Group. Diane shared her journey of how she invested in improving productivity with a focus on her people.

The challenge

In 2010 Adecco acquired the Spring Group and Modis international. As many shared services professionals who have been through acquisitions can relate, the acquisitions created challenges for the SSO such as the need to realize the financial benefit of integration, maintaining, if not improving customer satisfaction, coping with a clash of different working cultures and disparate processes and systems.

The objective

To deliver operational efficiency, greater process harmonisation, capacity release and enablement of future growth against key parameters.

The plan

To assess the workstreams across the whole business, and implement some Lean principles and programmes not only on process, but with a real focus on people leading to a culture of continuous improvement.  Adecco UK aimed to release 15% capacity whilst improving customer delivery and increasing staff engagement, with front office results as well.

The programme

Adecco chose to implement the Lean Performance Management System (LPMS). LMPS provided Adecco with a people-focused way of working that consists of setting clear targets, visually displaying performance, reviewing progress at regular intervals  and continually learning from best practice & errors. The best practice included

  • Implementing clear, consistent and simplified targets, goals and KPIs

  • Making performance is visible and reviewed through daily ‘huddles’, meetings that happen every morning where everyone goes through their workload, areas where people are struggling are identified before they become a red flag, and positive performance is recognized
  • Teams check progress on a regular basis using Information Centres and act quickly upon underperformance / problems
  • Leaders are visible, spending time with teams, coaching  and providing support

It may sound simple, but this programme of work had an impressive results, such as 35% FTE capacity realised, 100%+ increases in team productivity and 50% increase in Manager ‘value add’ time.

Plus, Diane shared some quotes from her team since the LPMS and daily huddles have been implemented such as “Work is way more fun now”  “For the first time I’m actually looking forward to coming into work” and “I’d hunt you down if you took it all away”.

Have you done anything to improve both KPIs and morale in shared services? We would love to hear about it, let us know in the comments or email sarah@sharedserviceslink.com

To read this article you have to be registered.

Become a member to access all content and / or download it

We value your privacy

We use cookies to enhance your browsing experience and analyze our traffic. By clicking 'Accept All' you consent to our use of cookies.