APRIL 2024HR TECH OUTLOOK9Joy Hayes2) Give Advance Notice.Wherever possible, leaders should negotiate required service levels during the annual and longer-term goal-setting processes. That said, some uncertainty is inevitable, and so leaders on all sides of this negotiation need to stay nimble.3) Collaborate in Escalations.Leaders may need to escalate situations in which they are not receiving the level of service required to meet their objectives ­ but they can do so from a posture of collaboration versus blame. I've done this by sharing the problem statement with the leader of the department denying the service and collaborating with them to outline alternatives for the next level of leadership. Alternatives may include bringing on additional support from outside vendors, authorizing budget increases that will allow the shared service to meet the request, or adjusting priorities based on available resources. This approach:· Prompts leaders to interrogate their positions and explore all possible avenues to meet objectives with available resources and· Builds bridges by engaging both parties in solutions that advance the company's mission and strategy versus focusing on the conflicting equities of each silo.Frequently, approaching the prospect of escalation collaboratively has eliminated my need to escalate. Leaders want to show their executives they considered all available solutions before admitting they need more resources to achieve their objectives, and the prospect of looking unprepared can drive solutions that may not have otherwise been considered. When escalation has been required, my approach to escalation without pointing the blame finger has helped maintain good relationships and advocate for resources that benefit the shared-service team, my team, and the broader organization.Accountability Is KeyWhile this article focuses on the process of negotiating expectations, follow-through is key. Once shared-services leaders and internal customers strike an agreement, everyone needs to follow through on their commitments throughout the life cycle of their work. And when unforeseen events interfere with that follow-through, leaders need to re-open the dialog and reset expectations. Through unfettered transparency and collaborative problem-solving, shared-services employees and their internal customers can engage as partners in driving forward mission-critical work
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