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1、For Discussion Only-Do Not Duplicate-Do Not DistributeNCE HR Assessment Project Final Presentation December 19985/14/2023 1For Discussion Only-Do Not Duplicate-Do Not DistributeTable of ContentsProject background and approach.Page 3 Key Issues:Challenges facing NCE HR today.Page 11Overarching Issues
2、,Benchmarks&Customer Satisfaction LevelsNCE Today:Function by function analysis/Strengths&Future Opportunities-Compensation Administration-Benefits Administration-Payroll/HRIC-Learning-Workforce relations-Staffing-Safety and Industrial Hygiene-Disability Management-Field ServicesHR Organization Mode
3、l Recommendations.Page 44Recommended structure for the future Roles and ResponsibilitiesSkills,Competencies&Experience requirements HR Transition Planning.Page 60Key Success FactorsTransition Plan:8 Quarter Transition Plan Time lineKey Project DescriptionsAppendix.Page 72Product/Service locations in
4、 the future Corporate Center/Business Unit/Shared Services modelDetailed HR Transition Plan(Excel file)Example Service Level Agreement and Service Level Agreement Development Approach5/14/2023 2For Discussion Only-Do Not Duplicate-Do Not DistributeProject Background&Approach5/14/2023 3For Discussion
5、 Only-Do Not Duplicate-Do Not DistributeProject Objectives-Confirming the“future state”vision for NCEs Human Resources organization,-Conducting a current state assessment of the HR processes,organization and technology,-Evaluating HRs customers needs and perceptions of current and desired service le
6、vels and competencies,-Conducting a benchmarking study based on similarly sized HR organizations,-*Developing a list of HR products and services currently offered,and determining with HR leaders the potential future location of HR products and services(Corporate Center,Business Unit,Shared Services)
7、-Conducting a gap analysis between the current HR processes,organization and technology and the future model of Human Resources,-Developing a competency model for the Human Resources group that reflects the future state,and-Developing a transition plan to implement the future state design within a s
8、pecified timeframe.Arthur Andersen was asked to work with NCEs Human Resources group with a project to assess HRs current state and to develop a transition plan for moving forward.Our primary objectives included:*Added to our original scope5/14/2023 4For Discussion Only-Do Not Duplicate-Do Not Distr
9、ibuteThe Human Resource functions included in Assessment project included:Compensation Administration Benefits Administration Payroll/HRIC Learning Workforce Relations Staffing Safety and Industrial Hygiene Disability Management Field ServicesProject ScopeFor Discussion Only-Do Not Duplicate-Do Not
10、DistributeProject Assumptions-The HR group needs to deliver products and services that meet customers needs in cost,quality and time.*The new NCE business unit structure will only increase this emphasis-The migration of HR into the new Corporate Center,Business Unit,Shared Service structure is evolu
11、tionary.*But HR cant wait until the dust settles and the picture is clear.The picture will continue to change.*Initially all HR functions will be in the Shared Services group.Beginning very soon,some HR personnel(and associated HR responsibility,products and services)will be dedicated to the Busines
12、s Units.-Concentrate on what isnt working well,and focus on how to move forward in a positive way.*Some of our observations are“fact-based”,some“experienced-based”*The goal is to look for opportunities to change in order for HR to better serve customers,then determine how to systematically improve p
13、erformance-Learn from the past,move forward*Weve used prior work(i.e.J Team,KBPI,Business Plans,etc.)in our analysis*If things arent working,lets set a new course-Analysis is important but implementation is where improvement occurs*Identify the“big things”,do enough analysis to confirm the opportuni
14、ty,then move forward*Our team focused on prioritizing issues/opportunities and recommendations that can be implemented with measurable resultsOur team used some important assumptions as context for our work throughout the project:5/14/2023 6For Discussion Only-Do Not Duplicate-Do Not DistributeWe de
15、veloped our analysis using a holistic model,looking at the following questions:HR Strategyv Does HR have an appropriate strategy given NCEs business strategy?v What is the best approach to implement HRs structure and service delivery objectives?Peoplev How does NCE HRs compare as an organization to
16、other similar HR organizations?v How should HR be organized to best support the business units?v What skills/competencies model is required in order to execute your HR strategy?Business Processv How are HRs management and service delivery processes working?v How might our processes need to change un
17、der the new NCE Business Unit structure?v Do we understand our processes and are they support cost,quality and cycle time improvements?Technologyv Is HR using available technology appropriately?v Are there other technologies available that HR can take advantage of to lower costs and/or improve quali
18、ty and timeliness of service?Project AnalysisHR StrategyPeople TechnologyBusinessProcessesNCE StrategyHR CustomersHR Customers Needsv Are HRs customers satisfied?If not,why not?v Do they understand what HR provides?v How will their needs change under the new Business Unit structure?NCE Strategyv How
19、 is HR supporting the current NCEs strategic objectives and guiding principles?v How will our HR strategy impact and be impacted by the new Business Unit model at NCE?June 12,1997 7For Discussion Only-Do Not Duplicate-Do Not DistributeHRs PerspectiveHR CustomerPerspectiveBestPracticesTeamPerspective
20、RecommendationsWe used many points of analysis in order to get an integrated picture of how HR is working today,and to recommend areas for improvement that would help increase customer satisfaction,improve effectiveness and efficiency,improve quality,and improve cost performance HR Interviews HR Foc
21、us groups Customer survey Customer interviews Qualitative view Quantitativebenchmarks NCE experience HR specific experience Support functionResources Used5/14/2023 8For Discussion Only-Do Not Duplicate-Do Not DistributeA working philosophy for the future:The“Business-Within-A-Business”concept5/14/20
22、23 9For Discussion Only-Do Not Duplicate-Do Not Distribute Determine what they do and do not need Have choices for sourcing support products/services“Make”in Business Unit and/or Purchase from NCE Shared Service and/or Purchase in the marketplace Will become more astute consumers,demanding value(the
23、 combination of cost&quality)and service(the combination of cost and timeliness of delivery)If their needs arent met,they will vote with their pocketbookCustomersDrive Strategy is about choices:what you will and will not offer to customers Some choices are really not“choices”i.e.regulatory,Corporate
24、 mandated It is difficult to concurrently work under 3“strategic models”:Lowest cost New product/service innovator Customer intimate Revised as customer needs change over timeStrategyDictates Focus on customer needs,translate into best delivery structure Organization built around skills,competency,e
25、xperience as opposed to longevity,tenure,relationships“Process”orientation is important since organization structure and the people in the boxes will change over time-they always do!“Dynamic tension”between Shared Services HR and Business Unit HR personnel Business Unit personnel will“go native”,and
26、 in many ways they should!Revised as customer needs change over timeStructureSupports delivery of Mix of cyclical,planned deliverables(transactions,reports)and occasional needs(consultation)Must be managed accordingly One size doesnt fit all Need to be well defined,well understood by customers and“b
27、uyable”Not one big charge Understood in terms of cost and price(given regulatory mandates)Will come and go:new needs emerge,some will be outdated or not in demand Revised as customer needs change over timeProducts/ServicesMonitored by Contracts(or Service Level Agreements)are the market mechanism fo
28、r buying services Service agreements facilitate resource planning-how many people and what skills are needed Measurable,accountable,meaningful,tied to individual and team rewards Cost Quality Time Have an“owner”Whos responsible If you cant measure it,you cant manage it Revised as customer needs chan
29、ge over timePerformanceMeasuresTo understand the context for our recommendations,it is important to understand our assumptions about the potential“future state”of HR at NCE.We assume that HR will need to operate as a“Business within a Business”,driven by the“market economy”that the Business Unit cor
30、porate structure is creating.That are used to manage business performance in serving Business-Within-A-Business5/14/2023 10For Discussion Only-Do Not Duplicate-Do Not DistributeKey Issues:Challenges facing NCE HR today5/14/2023 11For Discussion Only-Do Not Duplicate-Do Not DistributeNCE HR Benchmark
31、 OverviewSome key performance indicators our team gathered indicate that NCEs HR organization today doesnot compare favorably to other HR organizations in terms of headcount and cost,and has room for improvement in meeting the needs of customers in the current NCE organization.Not Perf.Not Perf.Some
32、 Perf.Some Perf.Meet Needs Meet NeedsExcellent ExcellentWhat is the current What is the currentperformance?performance?Importance in meeting Importance in meeting the future needs of NCE?the future needs of NCE?Ratio of HR employees to total employees HR expense as a percent of operating expenseCustomer Satisfaction ResultsGoodGood=No GapGood5/14/2023 12