Communication between the customer and the service provider is critical during both the selection and delivery phases of a shared HR services contract, said the MSPB publication.
That starts with specifying the expectations for service delivery, such as whether a provider operates under strict procedures that might not provide the flexibility and involvement in the process that the customer might desire.
“When a provider is selected from outside the agency, managing that relationship within the shared services arrangement can be challenging. While effective communication can occur at a distance, it requires more commitment to fostering a meaningful exchange and to setting clear expectations. Communication can be especially delicate when a manager purportedly seeks something that may be appropriate but appears to possibly be driven by an improper motive,” it said.
“On the customer side, the leadership of the customer agency should make it clear to the service provider and to its own hiring managers that the commission of prohibited personnel practices will not be tolerated . . . On the service provider side, the provider’s management chain should clearly communicate to its staff members that they will be supported if they fail to take actions that could result in the commission of a prohibited personnel practice.
“Management should further communicate to both staff and the customer that refusing to commit prohibited actions is not considered poor customer service, but rather the opposite— the opportunity to help hiring managers select high-quality candidates while protecting the rights of applicants,” it said.