Cursor

BACK

"The brand refresh reflects what SSCL is today – a values-based, successful organisation where our customers are central to everything we do”

David Morris

SSCL CEO

New look reflects a changing SSCL

SSCL is starting 2021 with a new look – one that reflects the evolution of the SSCL business and the focus on our customers. The brand refresh will be launched on Monday 1 March.  At SSCL we have a well-established track record of delivering business critical shared services, digital solutions and innovation for our Government, Police and Defence customers.

SSCL employs around 2,500 people and we are proud of the role we play in transforming business support services, delivering digital solutions and innovations that make things easier for our customers.  We are also proud that over the last seven years we have delivered over £350m of savings for the public sector, providing more funds for front line public services.

Our business focus is “Shared Purpose – Unique Solutions” and our emphasis on improving the customer experience and the customer journey has shown an increase in our Net Promoter Scores over the last couple of years.

Our operational resilience during the COVID-19 pandemic demonstrated our speed and flexibility when faced with the unexpected and our determination to go the extra mile to ensure continued delivery of critical services for all our customers.

So why re-brand an already successful business? There are a number of reasons.

Our business is much bigger and more complex than it was when we launched the Joint Venture in 2013.  Today we have four individual sectors : Government, Defence, Police and Resourcing Services – and we also have a fast-growing Consulting business.

Our services for public sector have also expanded as we now deliver digital solutions that better meet the individual requirements of our customers.  In addition to core business support services – Finance and Accounting, Procurement, HR & Payroll, Pensions Administration – we also deliver Contact Centre services at size and scale as well as Complex HR Case Management services.

We have also developed Resourcing Services to include recruitment for the Metropolitan Police Service, prison officer recruitment for the Ministry of Justice and Job Centre work coaches for the Department for Work and Pensions.

Our Intelligent Ecosystem is driving digital capabilities that have transformed our services and provide a unique personalised customer experience.  Our track record of innovation and robotic process automation increasingly help our clients to move their services to the Cloud.

“The brand refresh reflects what SSCL is today – a values-based, successful organisation where our customers are central to everything we do” says CEO David Morris. “We have a track record of working with customers across the public sector over the last seven years and have a unique insight into their strategic priorities, their people and their culture”.

“This experience, combined with our wide range of capabilities, means we’re increasingly acting as a strategic delivery partner, helping our clients to shape their future requirements and then working with them every step of the way up to implementation and beyond.”

The refreshed brand will be phased in from Monday 1 March with the launch of a new SSCL website showcasing our services, our insights and examples of the ways in which we support Government, Defence and Police customers.

BACK

"What really differentiates us SSCL is how we co-design our solutions with our end-users"

Matt Hurley

Strategy and Innovation Director

Customer-centric Innovation

Why choose SSCL? Our customer centric approach is producing individualised solutions tailored to our customers’ needs. That’s why we are a market leader and our innovation is unique. Listen to Matt Hurley, our Strategy and Innovation Director, talk about the exciting innovations already in the pipeline that are improving how our customers do their day-to-day business.

BACK

"It’s not the start of a journey, it’s a continuation of our growth as a trusted partner for our clients"

Matt Hurley

Director of Strategy and Innovation

Shared services - your way

We live in a world where clients’ expectations, business challenges and technology are changing at breakneck speed.

We need to be ahead of these trends and that’s why SSCL is committed to designing and delivering innovative solutions that put the user’s needs first. We’re focussed on providing customised, individual solutions and our strategy ‘Shared Services – your way’ explains how we’re meeting that challenge.

Find out more about our strategy and how we focus on collaboration and partnership in order to develop and implement better services.

Download Strategy Document

BACK

"The way we approach consulting engagement is first to understand the business problem or opportunity"

David Bond

Director of Consulting

WHY SSCL CONSULTING?

David Bond heads up the fast-growing Consulting practice within SSCL. Here he explains how the team is uniquely placed to support our customers on their transformation journeys.

BACK

Transforming on-boarding for the Ministry of Justice

Every business and organisation strives for satisfied employees and at SSCL we know the importance of high quality recruitment processes that not only attracts and retains the best in field but also enhances the reputation of your services. In this case study, find out how our clever use of Robotic Process Automation transformed the on-boarding process for the Ministry of Justice, saving it over £30k so far whilst enhancing its reputation for HR delivery.

Download Case Study

BACK

Rapid Deployments Robotic process automation

SSCL is deploying robotic process automation as part of our work to support faster and more intuitive services which have user experience at their heart. Here we showcase two examples of where we have built RPA in-house to transform efficiency. As the case study says, “These bots don’t get bored or make mistakes. They can instead churn out task after task at speed, making them perfect for repetitive tasks that humans don’t enjoy – and freeing up team members for more challenging, rewarding and customer-focused work.”

Download Case Study

BACK

Wellbeing Innovation – How SSCL has adapted to the ‘new normal’

The last 18 months have completely flipped everything we thought about the future of work on its head. The impact of Covid-19 has had widespread consequences for businesses, with the massive transformation we have all had to move to remote-working.

SSCL, always placing the welfare of our people high on the agenda, faced one of the biggest challenges to date, ensuring that all 2500 employees would have access to the care and support they needed in the face of the pandemic.

SSCL responded rapidly to the crisis, prioritising the health and safety of colleagues, redeveloping our wellbeing strategy and quickly adapting our ways of working to ensure all employees could access support in a safe way.

The companies’ resilience and determination to think differently enabled us to move almost 2,500 employees (approximately 94%) to a home working model, including Contact Centre services within two weeks, a task which would have previously taken months or years to achieve.

Throughout the pandemic, it has been vital to SSCL that we keep colleagues engaged, motivated and lift morale, as we recognised how daunting the prospect of setting up a new routine could be, especially one in isolation, so we pulled out all the stops to ensure we provided the right information, advice and guidance not just employees, but also their families.

We developed a full suite of initiatives to keep employees engaged while supporting their health and wellbeing, including:

  • Online Social activities from games and quizzes to yoga and fitness classes
  • Employment guides
  • Health and wellbeing advice – delivered through a series of initiatives
  • Technology advice
  • Benefits Hub giving employees further benefits and flexibility to finance, protection, lifestyle, health and wellbeing
  • Webinars – offering advice and guidance on keeping healthy, working effectively and feeling safe and supported.

SSCL’s response to the pandemic has been seen as an opportunity to ‘reset’, creating a new normal and shaping a new wellbeing approach, ushering in a faster integration of new tools and resources to meet people’s needs, such as:

  • A new people portal which providing 7 day a week access for issue resolution
  • A Mental Health First Aiders scheme – for anyone needing additional support
  • Wellbeing 5 a Day campaign – to embed mental and emotional wellbeing in our work culture

We have made sure content has supported colleagues to confidently work from home, whilst also encouraging them to prioritise a healthy work/life balance and be more flexible in their day-to-day activities. For example: offering an additional 10 days’ special leave entitlement for any staff needing to take care of others.

Feedback from surveys conducted has been fantastic, with 84% of colleagues telling us that they have felt supported in their work/life balance and a further 95% stating that we have successfully looked out for their wellbeing during the crisis.

Jenna works is our Order to Cash Team Leader in Blackpool, she told us:

“As a working mum of two young boys it is essential that I manage the balance between work and family commitments. The policies in place allow me to do so e.g. attending school assemblies, emergency doctors’ appointments when the children are ill, flexibility around start and finish times to share the burden of school runs with my partner, and the opportunity to apply for formal flexible working patterns. All of this supports me to manage my life and work in a controlled and less chaotic manner.”  

SSCL has been on a journey of innovation for the last 18 months, the working world has changed and we have proved we have the unique ability to adapt and innovate along with it, we will maintain the momentum and continue to move forward.

BACK

Customer Experience in a Shared Services Environment

Customer Experience in a Shared Services Environment

Clive Shepherd, Head of Customer Experience at Shared Services Connected Ltd

Embedding a customer-first culture is absolutely critical to success within a B2B environment. Simply put, services must be built with the user front of mind and now, after the last eighteen months where customer expectations have changed across both B2B and B2C, it’s more important than ever for businesses to deliver a strong end-user experience.

This is especially true when it comes to shared services. Innovation, technology, cloud, standardised, SLAs and KPIs – they’re all words often heard in relation to shared services. But how often is customer experience really given a top priority, as opposed to a cursory box ticking?

Businesses using shared services can follow in the footsteps of the more customer-centric, consumer-facing industries when it comes to achieving improved customer experience. How though, can they do this? Here are three suggested steps:

Moving towards end user satisfaction for internal and B2B stakeholders

Firstly, B2B organisations need to recognise the component parts that make up a user experience, the obligations of each of the parties involved in that space, and then focus on their own stakeholders and obligations before moving forward. But where to start?

The road to improved customer experience begins with moving away from the current focus many businesses have on SLAs and KPI performance (e.g. calls fielded, tickets closed). Instead, the attention needs to be on end user feedback and customer satisfaction. Providing tools for staff to share feedback and openly articulate their levels of satisfaction is essential to happy teams, higher productivity, and better customer service.

Alongside this, tools and platforms which empower workers need to be implemented. Teams want instant answers to questions, they want to work smarter, avoid tedious and repetitive manual tasks, and need a faster and more intuitive service experience to ensure this. This is where digital input and automation come to the fore.

In fact, both can play a huge role in allowing more simplistic, easy to follow processes for end users, making it possible to consolidate hundreds of organisational forms, reduce repetitive tasks and increase employee/customer satisfaction along the way. They can also reduce error rates and therefore free up employees to spend time on more strategic tasks.

Once these measures and mind sets have been put in place and recognised internally, with the ability to understand what is trying to be achieved by different groups of people (personas), organisations can then turn their attention to customers.

Reducing complexity for end users

Now, with the focus firmly on customers, businesses need to ensure they’re working closely with clients to really understand their specific business needs and challenges. Doing so will allow them to develop innovative digital solutions with a primary focus on tailored services which enhance customer experience. It’s about moving away from a standardised shared service.

As part of this, businesses need to look at reducing the complexity of their services for end users. Complexity can hugely impact customer experience – employee on-boarding, for example, is an increasingly significant part of any workforce HR strategy, which includes the navigation of complex guidelines and information. This can incorporate manual paperwork and time consuming data entry.

A high-quality on-boarding experience can lead to high levels of employee satisfaction and increased talent retention however, there are still organisations struggling. Large businesses, especially those in the public sector, for example, still rely on complex processes to ensure they are compliant with all organisational and regulatory processes. But efficiencies can be created – for example, removing the duplication and overlap of different processes, and moves should be made to digitise paper processes where appropriate, if the overall experience is to improve.

‘Once and done’ is an example of a simple mantra which should be employed. For example, avoid processes and solutions that ask for information six times. Instead, approach from a user’s perspective and what is easiest for them.

Consider each individual

Importantly when embedding a customer-first culture internally, organisations need to ensure they’re considering each individual employee. For example, not every worker, especially those in the public sector, has easy access to a PC. There are many teams working in busy environments away from desks and computers – such as hospitals and prison wards – providing valuable customer service. These workers must be taken into consideration and options provided for them to work smarter and share their experiences.

Alongside this, improved accessibility is vital from an inclusion perspective. Any updates to ways of working need to work for all stakeholders, irrespective of ability or background. Assessing and innovating services based on ‘personas’ is key. What’s good for a subject matter expert in an office, may not be good for an occasional user, for example.

In conclusion

Traditionally, a service or product would be provided to end users who would have no choice but to use that product to achieve their business outcomes, regardless of how clunky or difficult it was. Users were being brought to the service.

In today’s hyper-connected and customer-centric working world though, organisations can no longer deny the importance of customer experience, nor afford to keep these traditional views. Happy customers means greater customer loyalty, this creates more customers over time which, in turn, improves market share – it’s really a no brainer.

It’s now time then, for businesses to take their services to the users. Services need to be developed to meet business needs, rather than the other way around and those who both understand this, and make moves to ensure it, will reap the rewards.

October 2021