ABSTRACT
This chapter looks at the monitoring performance and evaluation, though to be fair many organizations do monitor the performance of their human resource (HR) services. Fewer organizations evaluate the success of their new approach, except perhaps in strictly financial terms. The purpose of monitoring can seek to establish: economy, efficiency, and effectiveness. One of the advantages of the shared services model is that it allows service provision to be more closely defined. Some organizations have used their growing capacity to monitor performance to create service level agreement (SLA) between HR and its customers. These 'contracts' usually specify the services offered their frequency and the quality standards to be expected. Performance can be accessed via waiting times, call duration and content. Monitoring the performance of technology leads HR staffs to discover evident failures, but they need to go further in an evaluation. A more challenging aspect of evaluation is to see whether they are getting right balance between cost controls.
