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1、Printed on: 10/1/2018,Page 1,NCE HR Assessment Project,Final Presentation December 1998,Printed on: 10/1/2018,Page 2,Table of Contents,Project background and approach . Page 3 Key Issues: Challenges facing NCE HR today . Page 11Overarching Issues, Benchmarks & Customer Satisfaction LevelsNCE Today:
2、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 Model Recommendations.Page 44Recommended st
3、ructure for the future Roles and ResponsibilitiesSkills, Competencies & Experience requirementsHR Transition Planning Page 60Key Success FactorsTransition Plan:8 Quarter Transition Plan Time lineKey Project Descriptions Appendix . Page 72Product/Service locations in the future Corporate Center/Busin
4、ess Unit/Shared Services modelDetailed HR Transition Plan (Excel file)Example Service Level Agreement and Service Level Agreement Development Approach,Printed on: 10/1/2018,Page 3,Project Background & Approach,Printed on: 10/1/2018,Page 4,Project Objectives,Arthur Andersen was asked to work with NCE
5、s 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 scope,Printed on:,The Human Resource functions included in Assessment project included:,Compensation Administration Benefit
6、s Administration Payroll/HRIC Learning Workforce Relations Staffing Safety and Industrial Hygiene Disability Management Field Services,Project Scope,Printed on: 10/1/2018,Page 6,Project Assumptions,Our team used some important assumptions as context for our work throughout the project:,Printed on: J
7、une 12, 1997,Page 7,We developed our analysis using a holistic model, looking at the following questions:,HR Strategy Does HR have an appropriate strategy given NCEs business strategy? What is the best approach to implement HRs structure and service delivery objectives?,People How does NCE HRs compa
8、re as an organization to other similar HR organizations? How should HR be organized to best support the business units? What skills/competencies model is required in order to execute your HR strategy?,Business Process How are HRs management and service delivery processes working? How might our proce
9、sses need to change under the new NCE Business Unit structure? Do we understand our processes and are they support cost, quality and cycle time improvements?,Technology Is HR using available technology appropriately? Are there other technologies available that HR can take advantage of to lower costs
10、 and/or improve quality and timeliness of service?,Project Analysis,HR Customers Needs Are HRs customers satisfied? If not, why not? Do they understand what HR provides? How will their needs change under the new Business Unit structure?,NCE Strategy How is HR supporting the current NCEs strategic ob
11、jectives and guiding principles? How will our HR strategy impact and be impacted by the new Business Unit model at NCE?,Printed on: 10/1/2018,Page 8,HRs Perspective,HR Customer Perspective,Best Practices,Team Perspective,Recommendations,We used many points of analysis in order to get an integrated p
12、icture 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 Focus groups,Customer survey Customer interviews,Qualitative view Quantitativ
13、e benchmarks,NCE experience HR specific experience Support function,Resources Used,Printed on: 10/1/2018,Page 9,A working philosophy for the future: The “Business-Within-A-Business” concept,Printed on: 10/1/2018,Page 10,Determine what they do and do not need Have choices for sourcing support product
14、s/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 combination of cost & quality) and service (the combination of cost and timeliness of delivery) If their needs arent met, they will vo
15、te with their pocketbook,Customers,Drive,Strategy is about choices: what you will and will not offer to customers Some choices are really not “choices” i.e. regulatory, Corporate mandated It is difficult to concurrently work under 3 “strategic models”: Lowest cost New product/service innovator Custo
16、mer intimate Revised as customer needs change over time,Dictates,Focus on customer needs, translate into best delivery structure Organization built around skills, competency, experience 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 in many ways they should! Revised as customer needs change over time,
