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AspireAsOne

Service Level Agreement

KPI Scorecard Assessment CriteriaHow to assess your standards

FRONT OF HOUSE

aspireone team one vision



You will be issued a KPI Scorecard to

assess the performance of your team.

This booklet outlines details of the

service KPIs you will be assessed on,

with each service requiring your monthly

feedback on the KPI Scorecard.

Is your workplace a great team player?

ASSESSMENT GRADES

5 Above Standard

4 At Agreed Standard

3 Below Standard

2 Significantly Below Standard

1 Unacceptable




Land Securities 2

MANAGEMENT KPIs 4-6

Communication 4

Management Information 4

People 5

Customer 6

FRONT OF HOUSE KPIs 7-11

First Impressions 8

Image & Grooming 9

Health & Safety and Compliance 9

Planned Tasks 10

Reactive Tasks 10

Ownership of Reception 11

AspireAsOne

Service KPIs for assessment




MANAGEMENT KPIs

Land Securities 4

Pride

MANAGEMENT KPIs

CommunicationSuitable and sufficient means and frequency of proactive and

reactive contact from all levels of SP management.

SP management/supervisors are, within reason, always available to meet with LS to review

performance or discuss operational items. All complaints/escalated issues are responded to

within 2 hours and managed to LS satisfaction within 4 hours. Appropriate cover in place for

planned & unplanned absences, with planned arrangements communicated in advance.

SP management/supervisors attend weekly & monthly meetings with OM and are available ad hoc.

Complaints/escalated issues are responded to within 4 hours and managed to LS satisfaction within

24 hours. Appropriate cover is in place for all planned and unplanned absences.

SP management/supervisors fail to attend one of the weekly/monthly meetings and/or are often

not available ad hoc. Complaints/escalated issues are sometimes not responded to/resolved within

4/24 hours or are not resolved satisfactorily. Cover is not always available for planned/unplanned

absences or the cover is not fully able to fulfill the duties required.

SP management/supervisors fail to attend monthly meeting and more than one weekly meeting and

are rarely available ad hoc or by phone. Complaints/escalated issues are frequently not resolved

within 24 hours and are not resolved satisfactorily. Cover is frequently unavailable for planned/

unplanned absences and/or the cover is woefully unable to fulfill the role.

SP management/supervisors fail to attend majority of monthly/weekly meetings and are

not available ad hoc or by phone. Complaints/escalated issues are not responded to and/or

resolved. Cover is not available for planned/unplanned absences.

Criteria

5

4

3

2

1

Score

Management InformationSufficient information is provided in useful format to demonstrate

that all key areas of contract performance are being met.

SP provides within 2 weeks of month end a management report to effectively demonstrate

full safety compliance and zero accidents/incidents, full Contract KPI compliance, full site

manning, excellent shift punctuality, training delivered, excellent contract performance

and delivered output of any intitiatives on the contract.

SP provides within 1 month of month end a management report to effectively demonstrate

full Safety Compliance, full Contract KPI compliance, full site manning, training undertaken

and overall contract performance, together with details of any demonstrable initiatives.

SP fails to provide within 1 month of month end a management report and/or to effectively

demonstrate full safety compliance/zero accidents, full Contract KPI compliance, full site manning,

sufficient training delivered, unsatisfactory contract performance or any demonstrable initiatives.

Site is not fully manned throughout the month, shift punctuality is poor and there is very

limited training, development or initiatives on the contract. Poor safety culture on site

and accident during month. Contract compliance is poor.

Site is not fully manned throughout the month, shift punctuality is poor and there is no training,

development or innovation on the contract. Bad safety culture on site and multiple accidents.

Multiple contract compliance failures.

Criteria

5

4

3

2

1

Score

Land Securities 5

MANAGEMENT KPIs

PeopleTeam members demonstrate Land Securities’ service excellence through the professional way

they work and how they present themselves, whilst demonstrating a One Team ethos.

Operatives are always exceptionally well presented. The team always conduct themselves in

a professional manner and are able to deal with issues as they arise on their own initiative. SP

demonstrates One Team ethos in everything they do. Team achieve PIA Awards recognition.

Operatives are always in correct uniform, which is well presented. The team conduct

themselves in a professional manner and regularly resolve issues. SP actively promotes

One Team ethos, which is demonstrated by the team.

Operatives are sometimes not in full/correct uniform. The team occasionally are not professional in

their actions/conduct. One Team ethos is not actively promoted and only sometimes demonstrated.

Operatives are often not in correct uniform and/or poorly presented. Team are often witnessed

behaving/conducting themselves poorly. There is little evidence of the SP promoting or

demonstrating the One Team ethos.

Operatives are frequently in incorrect uniform and poorly presented. Operatives’ consistently act

unprofessionally. There is no evidence of a One Team ethos from any level within the SP.

Criteria

5

4

3

2

1

Score

CustomerThe SP’s performance on site has a demonstrable positive impact on the customers.

SP demonstrates that the customer is at the core of everything they do and that the

way they operate positively impacts on the customer. Issues are proactively identified

and resolved and the customers informed if there is an impact on them. Positive feedback

is received from multiple customers.

SP gives great care and consideration to the way their works impact on the customers.

Issues are effectively resolved and customer kept informed. Positive feedback is received

from a customer.

SP works/actions have on occasion impacted negatively on a customer. Issues are only resolved

slowly and the customer is not actively updated. A substantiated complaint is received.

SP shows little regard for their impact on the customers. Issues are only resolved due to LS chasing

and/or no update is provided to the customer. Multiple substantiated complaints received.

SP actions have a significant negative impact on the customers. Issues are not resolved and/or no

updates are provided to the customers. Multiple substantiated complaints received.

Criteria

5

4

3

2

1

Score

Land Securities 6

Land Securities 7

Fairness

FRONT OF HOUSE KPIs

FRONT OF HOUSE KPIs

First Impressions

Team members go the extra mile to ensure all customers are welcomed to the building

in accordance with LS standards and demonstrate the following behaviours:

• Warm, professional and welcoming meet and greet

• Engage eye contact • Positive body language • ‘Adopt the visitor’, addressing by name

• Stand to greet where appropriate • Natural communication style

• Provide a professional farewell, again using the visitor name

• Suggesting/Implementing ideas and initiatives to provide a seamless and improved service.

Team members always ensure customers are welcomed to the building in

accordance with LS standards and demonstrate the following behaviours:

• Warm, professional and welcoming meet and greet • Engage eye contact

• Positive body language • ‘Adopt the visitor’, addressing by name


• Provide a professional farewell, again using the visitor name.

On occasion team members fail to ensure customers are welcomed to the

building in accordance with LS standards, demonstrating the following behaviours:





Team members rarely ensure customers are welcomed to the building in

accordance with LS standards, failing to demonstrate the following behaviours:





Team members fail to ensure all visitors and tenants are welcomed to the building

in accordance with LS standards or demonstrate the following behaviours:


• ‘Adopt the visitor’, addressing by name • Stand to greet where appropriate

• Natural communication style • Provide a professional farewell, again using the visitor name.

Criteria

5

4

3

2

1

Score

Land Securities 8

FRONT OF HOUSE KPIs

Image & Grooming

The FOH team members surpass expectations and:

• Demonstrate impeccable grooming and image standards, exceeding the outlined LS guidelines

• Demonstrate pride in their appearance • Demonstrate positive body language and good posture.

The FOH team members:

• Demonstrate impeccable grooming and image standards, meeting the outlined LS guidelines


The FOH team members occasionally do not:

• Demonstrate impeccable grooming and image standards, meeting the outlined LS guidelines


The FOH team members rarely:

• Demonstrate impeccable grooming and image standards, failing to meet the outlined LS guidelines


The FOH team members fail to:

• Demonstrate impeccable grooming and image standards

and do not meet the outlined LS guidelines


Criteria

54321

Score

Health & Safety and ComplianceTo ensure full compliance with all legislation and mandatory customer requirements.

All records complete and up to date and all staff able to produce records on request.

LS Informed where there is a potential / pending compliance issue in advance of this

occurring. Legislation and Best Practice monitored and changes advised to LS in advance.

Reception manuals are kept up to date with correct procedures and protocols.

‘Toolbox Talks’ are delivered to the team on various H&S subjects. SP gives great care

and consideration to the way their works impact on the customers. Issues are effectively

resolved and customer kept informed. Positive feedback is received from a customer.

All statutory requirements and documentation are maintained to the correct standards

(evidenced). Site team are able to produce documents when requested. Reception manuals

are kept up to date with correct procedures and protocols. ‘Toolbox Talks’ are delivered to

the team on various H&S subjects.

One of the statutory requirements/documents are not maintained to the correct standards

or site team unable to produce documentation when requested. Reception manuals are not

kept up to date with correct procedures and protocols.

More than one of the statutory requirements and documents are not maintained to the

correct standards and site team unaware of location of documents. Reception manuals

are considerably out of date.

The statutory requirements and documents are consistently not maintained to the

correct standards. Reception manuals are not in place.

Criteria

5

4

321

Score

Land Securities 9

FRONT OF HOUSE KPIs

Planned Tasks

All tasks are completed as part of the daily shift, as per the assigned task list, with nothing

outstanding at the end of the day. Any issues identified are reported and owned through to

resolution. Follow up on all reported issues conducted with LS and opportunities for enhanced/

improved service identified, raised with LS and, if agreed, implemented.

All tasks are completed as part of the daily shift, as per the assigned task list, with nothing

outstanding at the end of the day. Any issues identified are reported and resolved.

Not all tasks are completed as per the assigned task list.

Issues not identified by FOH or not owned and resolved.

Multiple daily tasks not completed on more than one occasion

and/or no effort made to identify or resolve issues.

Task list not in place or not followed.

Criteria

54321

Score

Reactive Tasks

SP demonstrates that the customer is at the core of everything they do and that

the way they operate positively impacts on the customer. Issues are proactively

identified and resolved and the customers informed if there is an impact on them.

Positive feedback is received from multiple customers.

SP gives great care and consideration to the way their works impact on the customers.

Issues are effectively resolved and customer kept informed. Positive feedback is received

from a customer.

SP works/actions have on occasion impacted negatively on a customer. Issues are only resolved

slowly and the customer is not actively updated. A substantiated complaint is received.

SP shows little regard for their impact on the customers. Issues are only resolved due to LS chasing

and/or no update is provided to the customer. Multiple substantiated complaints received.

SP actions have a significant negative impact on the customers. Issues are not resolved and/or

no updates are provided to the customers. Multiple substantiated complaints received.

Criteria

5

4

3

2

1

Score

Land Securities 10

FRONT OF HOUSE KPIs

Ownership of Reception

The team demonstrate exceptional:

• Ownership of the reception and all associated areas at all times, ensuring awareness and

attention to detail and liaising with all departments ensuring a One Team Approach.

• Responsibility for logging building issues with maintenance, escalating if necessary,

detailing this in a monthly report.

• Security awareness and reporting of any issues/incidents immediately.

• Customer service and delivery of the LS values.

• A clear desk policy at all times.

• Formal tools developed and maintained to assist in all of the above.

The team demonstate:

• Ownership of the reception and associated areas, ensuring awareness and attention

to detail and liaising with all departments to promote a One Team Approach.

• Responsibility for logging building issues with maintenance, escalating if necessary,

detailing this in a monthly report.

• Security awareness and reporting of any issues/incidents immediately

• A clear desk policy at all times.

FOH team do not show complete ownership of the reception and associated areas.

One Team Approach is not clearly demonstrated. Issues with the space are not quickly resolved

or reported to the appropriate party. Clear desk policy is not demonstrated at all times.

FOH team show a lack of ownership or care with regard to the reception

and associated areas. One Team Approach is not embraced. Issues with the

space are not identified. Desk space is untidy.

Complete lack of regard for the cleanliness, repair and appearance

of the reception and associated space.

Criteria

5

4

3

2

1

Score

Land Securities 11

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AspireAsOne

Land Securities Group PLC

5 Strand, London WC2N 5AF

T +44 (0)20 7413 9000

E [email protected]

W www.landsecurities.com

Publication No. ASP1004

assessment criteria - aspireasone · assessment criteria how to assess your standards ... service...

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