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1、For Discussion Only - Do Not Duplicate - Do Not DistributeNCE HR Assessment Project Final Presentation December 1998Printed on: 2024/7/271For Discussion Only - Do Not Duplicate - Do Not DistributeTable of ContentsProject background and approach . Page 3 Key Issues: Challenges facing NCE HR today . P
2、age 11Overarching Issues, 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-Fi
3、eld ServicesHR Organization Model Recommendations.Page 44Recommended structure for the future Roles and ResponsibilitiesSkills, Competencies & Experience requirementsHR Transition Planning. Page 60Key Success FactorsTransition Plan:8 Quarter Transition Plan Time lineKey Project DescriptionsAppendix
4、. Page 72Product/Service locations in the future Corporate Center/Business Unit/Shared Services modelDetailed HR Transition Plan (Excel file)Example Service Level Agreement and Service Level Agreement Development ApproachPrinted on: 2024/7/272For Discussion Only - Do Not Duplicate - Do Not Distribut
5、eProject Background & ApproachPrinted on: 2024/7/273For Discussion 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,- Eval
6、uating HRs customers needs and perceptions of current and desired service levels 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 loca
7、tion of HR products and services (Corporate Center, Business Unit, Shared Services)- 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
8、state, and- Developing a transition plan to implement the future state design within a specified 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 include
9、d:* Added to our original scopePrinted on: 2024/7/274For Discussion Only - Do Not Duplicate - Do Not DistributeThe Human Resource functions included in Assessment project included:Compensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial H
10、ygieneDisability ManagementField ServicesProject ScopeFor Discussion Only - Do Not Duplicate - Do Not 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 e
11、mphasis - The migration of HR into the new Corporate Center, Business Unit, Shared Service structure is evolutionary.* 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 ve
12、ry soon, some HR personnel (and associated HR responsibility, products and services) will be dedicated to the Business 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
13、 to look for opportunities to change in order for HR to better serve customers, then determine how to systematically improve performance- 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
14、- Analysis is important but implementation is where improvement occurs* Identify the “big things”, do enough analysis to confirm the opportunity, then move forward* Our team focused on prioritizing issues/opportunities and recommendations that can be implemented with measurable resultsOur team used
15、some important assumptions as context for our work throughout the project:Printed on: 2024/7/276For Discussion Only - Do Not Duplicate - Do Not DistributeWe developed our analysis using a holistic model, looking at the following questions:HR StrategyvDoes HR have an appropriate strategy given NCEs b
16、usiness strategy?vWhat is the best approach to implement HRs structure and service delivery objectives? PeoplevHow does NCE HRs compare as an organization to other similar HR organizations? vHow should HR be organized to best support the business units?vWhat skills/competencies model is required in
17、order to execute your HR strategy?Business ProcessvHow are HRs management and service delivery processes working? vHow might our processes need to change under the new NCE Business Unit structure? vDo we understand our processes and are they support cost, quality and cycle time improvements?Technolo
18、gyvIs HR using available technology appropriately?vAre there other technologies available that HR can take advantage of to lower costs and/or improve quality and timeliness of service?Project AnalysisHR StrategyPeopleTechnologyBusinessProcessesNCE StrategyHR CustomersHR Customers NeedsvAre HRs custo
19、mers satisfied? If not, why not?vDo they understand what HR provides?vHow will their needs change under the new Business Unit structure? NCE StrategyvHow is HR supporting the current NCEs strategic objectives and guiding principles? vHow will our HR strategy impact and be impacted by the new Busines
20、s Unit model at NCE?June 12, 19977For Discussion Only - Do Not Duplicate - Do Not DistributeHRs PerspectiveHR CustomerPerspectiveBestPracticesTeamPerspectiveRecommendationsWe used many points of analysis in order to get an integrated picture of how HR is working today, and to recommend areas for imp
21、rovement that would help increase customer satisfaction, improve effectiveness and efficiency, improve quality, and improve cost performanceHR InterviewsHR Focus groupsCustomer surveyCustomer interviewsQualitative viewQuantitativebenchmarksNCE experience HR specific experienceSupport functionResourc
22、es UsedPrinted on: 2024/7/278For Discussion Only - Do Not Duplicate - Do Not DistributeA working philosophy for the future: The “Business-Within-A-Business” conceptPrinted on: 2024/7/279For Discussion Only - Do Not Duplicate - Do Not DistributeDetermine what they do and do not needHave choices for s
23、ourcing support products/services“Make” in Business Unit and/orPurchase from NCE Shared Service and/orPurchase in the marketplaceWill 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
24、 met, they will vote with their pocketbookCustomersDriveStrategy is about choices: what you will and will not offer to customersSome choices are really not “choices” i.e. regulatory, Corporate mandatedIt is difficult to concurrently work under 3 “strategic models”:Lowest costNew product/service inno
25、vatorCustomer intimateRevised as customer needs change over timeStrategyDictatesFocus 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
26、 structure and the people in the boxes will change over time - they always do!“Dynamic tension” between Shared Services HR and Business Unit HR personnelBusiness Unit personnel will “go native”, and in many ways they should!Revised as customer needs change over timeStructureSupports delivery ofMix o
27、f cyclical, planned deliverables (transactions, reports) and occasional needs (consultation)Must be managed accordinglyOne size doesnt fit allNeed to be well defined, well understood by customers and “buyable”Not one big chargeUnderstood in terms of cost and price (given regulatory mandates)Will com
28、e and go: new needs emerge, some will be outdated or not in demandRevised as customer needs change over timeProducts/ServicesMonitored byContracts (or Service Level Agreements) are the market mechanism for buying servicesService agreements facilitate resource planning - how many people and what skil
29、ls are neededMeasurable, accountable, meaningful, tied to individual and team rewardsCostQualityTimeHave an “owner”Whos responsibleIf you cant measure it, you cant manage itRevised as customer needs change over timePerformanceMeasuresTo understand the context for our recommendations, it is important
30、 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 corporate structure is creating.That are used to manage business performance in serving Busi
31、ness-Within-A-BusinessPrinted on: 2024/7/2710For Discussion Only - Do Not Duplicate - Do Not DistributeKey Issues: Challenges facing NCE HR todayPrinted on: 2024/7/2711For Discussion Only - Do Not Duplicate - Do Not DistributeNCE HR Benchmark OverviewSome key performance indicators our team gathered
32、 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 Perf.Some Perf.Meet NeedsMeet NeedsExcellentExcellentW
33、hat is the currentWhat 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 employeesHR expense as a percent of operating expenseCustomer Satisfaction ResultsGoodGood = No GapGoodPrinted on: 2
34、024/7/2712For Discussion Only - Do Not Duplicate - Do Not DistributeKey NCE HR Issues TodayLarger staff and higher cost in NCE HR compared to other similarly sized organizations Ratio of HR employees/total employees: Saratoga Institute*120:1 - (5,000 - 10,000 employees)94:1 - Utility Industry NCE*79
35、:1Many NCE HR professionals indicate that they are short staffed.Reasons for NCEs ratio are inefficient structure, processes, use of technology, rework and error correctionHR operating expense per employee: Watson Wyatt: $873 NCE: $2,086*HR expense as a percent of operating expense: Saratoga: .74%NC
36、E: .53%* HR expense per HR FTEs: Watson Wyatt: $70,367NCE: $98,745*The ratio of management personnel to staff is 1:6.2; however, this ratio is unevenly distributed and there is opportunity to reduce costs by expanding the span of control in some areas (ex: compensation), and under the modified HR or
37、ganizational structure to be discussed later in the presentation.* Benchmarks exclude Safety, IH, Payroll and Learning* FTE count excluding current temporary employees* NCE data is based on HR budgeted operating expense in the 1998 business plan. These numbers may contain or exclude cost components
38、that are excluded or contained in the benchmarks from Watson Wyatt and Saratoga.* This number is based only on the HR employees who responded, i.e. it is not extrapolated, and includes the 12 FTEs detailed in the HR functional group analyses & recommendations. Several NCE HR employees reported signi
39、ficant amounts of rework caused by reasons such as duplication/uncertainty of responsibility and maintaining standalone spreadsheets to work outside of HRizon. By eliminating only the rework reported, NCE HR could free up roughly 14 FTEs* to devote to other more value-added work, (or reduce overtime
40、). Printed on: 2024/7/2713For Discussion Only - Do Not Duplicate - Do Not DistributeInconsistent Daily Management and Performance Management Lack of responsibility, accountability and ownership for resultsLack of sound performance expectations and measurable results (individual and departmental)Lack
41、 of performance management process to identify, track and measure key performance indicators and business resultsThis “fire fighting” mode does not allow HR to focus on strategic business initiatives and improvement opportunities to support the organizations future goalsIneffective HR organizational
42、 structure The current organization structure does not afford customers optimal service. Customers often contact both Field Services consultants and Core group representatives to resolve the same issue/problem. Quality of information provided may vary between the two groups.Activity analyses indicat
43、es significant rework (upwards of 40% in some areas) primarily stemming from this organizational issueThere is confusion about roles, responsibilities and boundary issues between HR organizational units.There will be significant challenges in transition managementWhen HR and the entire organization
44、move through this transition, there should be a focus on the following:Ensuring on-going serviceDeveloping service level agreementsIdentifying and managing process improvements in each functional area, using prior work (i.e. MSI) Managing the people change (selection, termination, knowledge manageme
45、nt, backfill, etc.)Managing the financial implications of the transitionIdentifying a forum to share best practices across business units in all HR areasIdentifying and retaining key employeesEnsuring proper and timely communication to assist with change enablementKey NCE HR Issues continuedPrinted
46、on: 2024/7/2714For Discussion Only - Do Not Duplicate - Do Not DistributeThe HR skills, competencies and experience may not match current and future customer requirementsThe Field Service organization was staffed with individuals ranging from subject matter experts to support personnel. This resulte
47、d in a Field Service organization composed of consultants who may not possess the skills normally associated with an HR generalist.An adequate skills/competencies model does not exist to assist with recruiting qualified applicants and determining developmental needs of current staff.A strategic dire
48、ction needs to be defined as it relates to Human Resources under the new NCE Business Unit operating model, for example:Determining if benefit plans can be divided by business units Determining the impact of such a decision (i.e. compliance, legal, plan asset distribution, etc.)HRIS is not integrate
49、d for all areas of HR and current technology is not fully utilized and understoodSeveral HRizon modules were successfully implemented and are processing transactions, however:There are still instances where calculations are developed outside of HRizon (i.e. Excel) and uploaded into HRizon Tape trans
50、fers to vendors are not error freeHRizon data are routed through the IBM mainframe system which adds an additional technical processing step in delivering HR information to usersHR users are/were not consistently trained in HRizon, some admittedly by choice Key NCE HR Issues continuedPrinted on: 202
51、4/7/2715For Discussion Only - Do Not Duplicate - Do Not DistributeCorporate CenterCommodityDeliveryRetailInternationalNCE HR TodayCustomers are not consistently satisfiedNCE HR has more people serving the lineemployees than comparative benchmarkcompaniesHR roles and responsibilities unclearDuplicati
52、on/overlap of effort between Core, FSMultiple contact points between HR and customers - customer confusion & frustration, HR frustration Although process maps exist for HR processes, they arent consistently used to drive continuous improvement, make comparisonsto other HR groups, measure performance
53、, ormanage the businessFS representatives trying to fill generalist roles but some lack experience, skills, trainingLack of consistent tangible, measurable accountability for results HR products/services are not clearlydefined, communicated, costed,priced - (These are emerging but have a ways to go)
54、HR customers cant purchase discrete, unbundled HR servicesIssues with current HR service deliveryIf you accept the business-within-a-business concept, demands on all NCE support organizations, including HR, will intensify in the future as Business Units become more demanding customers with freedomto
55、 choose their service providers. Customer demands will intensify the need to overcome the issues facing HR today.NCE HR TodayHR Issues SummaryWho do I contact?Whos workingon the issue?Risks of policy infraction?Whos accountable?VendorHR CoreHR Field ServicesPrinted on: 2024/7/2716For Discussion Only
56、 - Do Not Duplicate - Do Not DistributeLooking at HR today and tomorrow - Ideas about current and future state of NCE HRHR functional group analyses & recommendationsCompensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisabili
57、ty ManagementField Services When reviewing the following information many observations may appear to be critical of current practices. The nature of these analysis projects focuses more on improvement opportunities than on what is really working well. The important questions to keep in mind are: “Ca
58、n the way were currently working survive the test of customer choice?” “Are we operating as an effective, competitive Business-within-a business today?”HR Functional Group Analysis & RecommendationsPrinted on: 2024/7/2717For Discussion Only - Do Not Duplicate - Do Not DistributeLooking at HR today a
59、nd tomorrow - Ideas about current and future state of NCE HRHR functional group analyses & recommendationsCompensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesCompensationPrinted on: 2024/7/27
60、18For Discussion Only - Do Not Duplicate - Do Not DistributeCompensation AnalysisCustomer satisfaction results: Largest gaps today in meeting current customer needs according to those surveyed:Communicating compensation policiesEffective and fair compensation systemEmployees not compensated for comp
61、etencies that add organizational valueKey issues reported by department personnel include:Files are not complete and current regarding position descriptionsThere is a lack of communication and information sharing between HR departmentsThere is a lack of training for Field Service consultants which r
62、esults in Field Service consultants giving managers “what they want instead of what they need”The job evaluation system is outdated and there are too many grades within salary structure causing hair splitting between gradesTechnology support is lacking; need automated job description, incentive plan
63、 administration automation, market pricing automation, etc.Printed on: 2024/7/2719For Discussion Only - Do Not Duplicate - Do Not DistributeCompensation RecommendationsStrengths include:Good understanding of the company; the dimensions of the positions and how they inter-relateAccomplished technical
64、 abilitiesFuture Improvement Opportunities/Recommendations:Evaluate the risks and consequences of allowing the business units to own compensation practicesReview compensation grade structure: this may result in a simpler structure with fewer grades and ease of administrationMake use of automation to
65、 speed up processes: automate job descriptions and place them on the company intranet; automate incentive plan administration and market survey database which includes receiving market survey information electronically and tracking trends from year to year electronicallyDevelop, communicate and enfo
66、rce NCE-wide policy/philosophies concerning pay, total compensation and base pay vs. incentive pay (below, at, or above market) across the Business UnitsBy eliminating rework reported in the group, Compensation should be able to eliminate over 1.5 FTEs of non-value-added rework, allowing Compensatio
67、n personnel to work on other value-added activitiesPrinted on: 2024/7/2720For Discussion Only - Do Not Duplicate - Do Not DistributeLooking at HR today and tomorrow - Ideas about current and future state of NCE HRHR functional group analyses & recommendationsCompensation AdministrationBenefits Admin
68、istrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesBenefitsPrinted on: 2024/7/2721For Discussion Only - Do Not Duplicate - Do Not DistributeCustomer satisfaction results: Largest gaps today in meeting current customer needs accordi
69、ng to those surveyed:Knowledgeable and timely response to benefit questionsAccess to simple and complete benefit informationFunctioning as educators rather than record-keepersBenchmarking results: Customer service representative ratio*:Foster & Higgins: 1:1500 Intel: 1:1333 NCE: 1:330*Includes only
70、active employeesKey issues reported by department personnel include:Number and complexity of existing benefit plansLack of training and education for department members on benefit plans and processesProcedures within the department are inconsistent and not well documentedCustomers and Field Services
71、 consultants are calling more than one department member for problem resolutionSeveral HRizon and technology issues existSome plans are not automated on HRizon, some “shadow systems” exist outside of HRizon Employees are not trained on the HRizon systemErrors in electronic vendor updates: update fil
72、es are completely overlaid as opposed to “changes only” There is a lack of accessible information (policies, SPDs, plan information) to allow employee self-sufficiency (Customer self-service capability not yet implemented, i.e kiosk, IVR functionality) Benefits expense per FTE employee: Watson Wyatt
73、: $6,970 NCE: $25,532Benefits AnalysisPrinted on: 2024/7/2722For Discussion Only - Do Not Duplicate - Do Not DistributeStrengths include:Some employees in the group have good technical abilities/knowledgeFuture Improvement Opportunities/Recommendations:Benefits Philosophy and Policy definitionAnalyz
74、e and document the companys strategic direction regarding benefits (i.e. which plans may be subject to business unit discretion vs. NCE corporately mandated ) Analyze and document risk and business implications for such decisions (i.e. cost, legal, non-discrimination testing, etc.)Establish philosop
75、hy and policy guidelines and monitor as a group of HR leadersConduct complete, detailed Benefit approach review once Business Unit and Corporate HR Philosophies and Policies have been defined, including:Cost analysis (to determine why cost/FTE of $25,532 greatly exceeds benchmark cost of $6,970)Vend
76、or/plan consolidationOutsourcing of certain Benefit activities based on NCE HR philosophy and Business Unit needsDevelop a call center (user support line) to address benefit inquiries during (and beyond) this HR transitionCall center user support model applies to other HR functional areas beyond Ben
77、efitsImplement Benefit information systems (HRizon and/or other technologies) to provide NCE users with on- line direct capability for benefit enrollment, changes, and beneficiary designations Conduct HRizon training for Benefits personnel and other appropriate staffBy eliminating rework reported in
78、 the group, Benefits should be able to eliminate over 2.5 FTEs of non-value-added rework, allowing Benefits personnel to work on other value-added activitiesBenefitsRecommendationsPrinted on: 2024/7/2723For Discussion Only - Do Not Duplicate - Do Not DistributeLooking at HR today and tomorrow - Idea
79、s about current and future state of NCE HRHR functional group analyses & recommendationsCompensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesPayroll/HRICPrinted on: 2024/7/2724For Discussion O
80、nly - Do Not Duplicate - Do Not DistributeCustomer satisfaction results: Largest gaps today in meeting current customer needs according to those surveyed:Simple and efficient reporting processBenchmarking results: Total Annual Payroll Cost per EmployeeMedian $163.23 NCE: $183.74 (3rd quartile)Total
81、Payroll Cost per PaycheckMedian: $4.44 NCE: $7.22 (4th quartile) - (Perhaps due to high system costs)Payroll Systems Cost per PaycheckMedian: $0.34 NCE: $4.28 (beyond 4th quartile)Direct Deposit %Median: 48% NCE: 82.5% (1st quartile)Key issues reported by department personnel include:There is a need
82、 for greater clarity in roles and responsibilities between Shared Services, Field Services, HRIC, and IBMHR needs to work more as a team; there is too much reworkIncrease utilization of intranet to provide HR data such as organization chart, head count and turnover informationThere is a need for mor
83、e training and cross trainingIncorrect/incomplete forms received from employeesPayroll/HRIC AnalysisPrinted on: 2024/7/2725For Discussion Only - Do Not Duplicate - Do Not DistributeKey issues reported by department personnel include (Continued):HRizon problems and technology issuesSystem crashesNo o
84、n-line account number validationLearning curve/trainingTime keeper errors into TEDWrong information enteredInput errorStrengths include:Customer responsiveWell trained and well organized staffFuture Improvement Opportunities/Recommendations:Roles and responsibilities need to be clearly defined betwe
85、en NCE HR and IBM HR supportIdentify and prioritize the organizations technology needs and develop cost/benefit analysesPayroll largest cost is its systems but they could be used more efficiently functionality enhancements may improve cost effectiveness. Also, the timekeepers substantially increase
86、the payroll FTEs and associated cost. Consider eliminating the timekeepers and implementing a system which eliminates multiple time entry, i.e. each person would be responsible for entering his/her own time in the system or it would be captured via the time clocks automatically (i.e. Kronos). Implem
87、ent training and process root cause analysis for payroll data entry personnel to decrease the number of errors in the employee database and reduce rework. Consider reimbursing employees through payroll instead of issuing them a separate accounts payable check. By eliminating rework reported in the g
88、roup, Payroll/HRIC should be able to eliminate over 1.5 FTEs of non-value-added rework, allowing Payroll/HRIC personnel to work on other value-added activitiesPayroll/HRICRecommendationsPrinted on: 2024/7/2726For Discussion Only - Do Not Duplicate - Do Not DistributeLooking at HR today and tomorrow
89、- Ideas about current and future state of NCE HRHR functional group analyses & recommendationsCompensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesLearningPrinted on: 2024/7/2727For Discussion
90、 Only - Do Not Duplicate - Do Not DistributeLearning AnalysisCustomer satisfaction results: Largest gaps today in meeting current customer needs according to those surveyed:Timely employee development and career planningSystematic and standardized training program for employeesProper training necess
91、ary to support business requirementsEffective, timely, and consistent trainingEmployee/manager feedback for future training needsBenchmarking results: Percent of total employees trained:Saratoga: 67.9%NCE unable to provide dataKey issues reported by department personnel include:There is confusion be
92、tween the roles of the Business Units, Field Services and Learning SystemsField Services currently “interprets” Business Units needs to Learning Systems which causes mis- information and rework.Learning Systems develops programs by customers requests and then Business Units are unable to fund and th
93、erefore implementLack of technology support - would like to do some training over the intranet and internetCurrently, Learning Systems develops training, but has no control over delivery methods or qualityField Services consultants may not have training skillsRework of training content due lack of S
94、MEs on development team, therefore course content must be reworkedTraining cost as a percent of operating expense Saratoga: .55% NCE unable to provide dataPrinted on: 2024/7/2728For Discussion Only - Do Not Duplicate - Do Not DistributeStrengths include:Take on creative and innovative projects such
95、as implementing computer based training and the NCE intranetFuture Improvement Opportunities/Recommendations:* Conduct organizational needs analysis, prioritize training needs, focus learning programs on competency gaps identified, and control quality of delivery* Re-evaluate cost effectiveness and
96、quality of training in outsourcing vs. insourcing scenariosIf evaluation is positive for the learning group, an NCE University or Learning Center could be developed including opportunity for self managed training* Determine mandatory (i.e. sexual harassment, corporate code of ethics) vs. optional tr
97、aining, and develop delivery methods and timing for each category* Maintain a central database of approved vendors who meet pre-established vendor criteriaStrengthen security over training records to alleviate the problem of employees changing their scores in CBT or putting in scores for employees w
98、ho were not in the training courseDevelop ways to evaluate effectiveness of trainers and effectiveness/impact of training, and implement performance measures beyond “number of” metrics to “quality of” and/or “business impact from training”LearningRecommendations* These recommendations assume there w
99、ill be some centralized training component under the NCE Business Unit operating modelPrinted on: 2024/7/2729For Discussion Only - Do Not Duplicate - Do Not DistributeLooking at HR today and tomorrow - Ideas about current and future state of NCE HRHR functional group analyses & recommendationsCompen
100、sation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesWorkforce RelationsPrinted on: 2024/7/2730For Discussion Only - Do Not Duplicate - Do Not DistributeWorkforce Relations AnalysisCustomer satisfac
101、tion results: Largest gaps today in meeting current customer needs according to those surveyed:Clear and consistent communication to all levels of the organizationResources/expertise for problem resolutionKey issues reported by department personnel include:EEO:Determine training needs and methodsIt
102、is not efficient and does not establish ownership for affirmative action goals for Workforce Relations to prepare affirmative action plans, hand them off to Field Services for implementation, and then Workforce Relations reports against themLabor:There are risks associated with Field Services handli
103、ng grievances through the 2nd step:Field Services may not be properly trainedField Services may not have the appropriate relationships with the union(s)Field Services wants to please their customers, the managers, and therefore may not “push back hard enough,” and this may result in undesired grieva
104、nce results and proceduresField Services may not always know what/when to communicate to core which minimizes cores ability to monitor what is going on in the fieldThere are not enough resources to adequately define root causes and prevent EEO complaints (ex: sexual harassment training not delivered
105、 company wide since 1992)Printed on: 2024/7/2731For Discussion Only - Do Not Duplicate - Do Not DistributeWorkforce Relations ContinuedStrengths include:Good technical knowledge - well developed relationships with the organizationFuture Improvement Opportunities/Recommendations:Assign dedicated labo
106、r employees to manage labor issues thereby ensuring consistent application of bargaining agreement terms and contract interpretationFollow the prescribed NCE methods to analyze root causes of employee complaints and design preventive programsRecommend an EEO oversight function which recommends solut
107、ions to managers based on employee complaints and overseeing the managers implementation of the recommendation(s) Provide EEO related training for management and supervisory personnel to ensure consistent application of policies and reduce the organizations potential liabilityWorkforce Relations Rec
108、ommendationsPrinted on: 2024/7/2732For Discussion Only - Do Not Duplicate - Do Not DistributeLooking at HR today and tomorrow - Ideas about current and future state of NCE HRHR functional group analyses & recommendationsCompensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce
109、RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesStaffingPrinted on: 2024/7/2733For Discussion Only - Do Not Duplicate - Do Not DistributeStaffing AnalysisCustomer satisfaction results: Largest gaps today in meeting current customer needs according to those surveyed:O
110、rientation program for new and newly promoted employeesDelivering competent applicants for the recruiting process Benchmarking results: External Cost per Hire (Total)Saratoga: $3,711NCE unable to provide dataInternal Cost per Hire (Total)Saratoga: $4,910NCE unable to provide dataKey issues reported
111、by department personnel include:There are overlapping roles between staffing and Field Services regarding hiring processIncomplete information on automated systems resulting in clerical researchToo much paperwork and too many people involved in the hiring processPrinted on: 2024/7/2734For Discussion
112、 Only - Do Not Duplicate - Do Not DistributeFuture Improvement Opportunities/Recommendations:Develop standardized interviewing tools and techniques such as behavioral and team/panel interview methods and make these tools available to the organization to utilize (train people how to use them)Develop
113、a selection process which screens against pre-determined skills and competenciesEstablish responsibility for “in-take” of new employeesDevelop new employee orientation program utilizing organizational functional and departmental knowledgeExplore national advertising contracts for purchasing and mark
114、eting leverageOrganizational Development: Assess development activity or process and ensure they are linked to achievement of improved performance through accomplishment of company goalsStaffingRecommendationsPrinted on: 2024/7/2735For Discussion Only - Do Not Duplicate - Do Not DistributeLooking at
115、 HR today and tomorrow - Ideas about current and future state of NCE HRHR functional group analyses & recommendationsCompensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesSafety andIndustrial H
116、ygienePrinted on: 2024/7/2736For Discussion Only - Do Not Duplicate - Do Not DistributeSafety and IH AnalysisCustomer satisfaction results: Largest gaps today in meeting current customer needs according to those surveyed:Demonstration of better management strategies for safety preventionKey issues r
117、eported by department personnel include:IH should report to a higher level in the organizationSafety needs information from disability management which currently reports to a different director which can make information retrieval cumbersomeSafety and IH need to gain real enforcement authority; they
118、 currently have responsibility for policy setting, procedure development and auditing for overall compliance - no enforcement authorityMove industrial hygiene to internal audit, or to a core function, to better control overall exposure, cost and compliance, as well as translating best practices comp
119、any widePlant safety representatives inability to interpret/know regulationsLack of clear definition of roles and responsibility between field and coreCompany wide confusion about who is responsible for what (safety receives calls about claims, accidents, vehicle, facility, security, etc. which are
120、the responsibility of other areas)Printed on: 2024/7/2737For Discussion Only - Do Not Duplicate - Do Not DistributeFuture Improvement Opportunities/Recommendations:Develop philosophy and strategy regarding safety and Industrial Hygiene programs determining the risk profile and tolerance to better co
121、ntrol exposure,cost and compliance.Redesign Safety and Industrial Hygiene organizational structure by establishing oversight responsibility in shared services and compliance and prevention within the business units. Establish roles and responsibilities for the shared services and business unit posit
122、ions.Explore integrating risk management functions with Safety and Industrial Hygiene such as fire prevention, vehicle accident prevention, and health insurance loss contractBy eliminating rework reported in the group, Safety and IH should be able to eliminate over 1 FTE of non-value-added rework, a
123、llowing Safety and IH personnel to work on other value-added activitiesSafety and IH RecommendationsPrinted on: 2024/7/2738For Discussion Only - Do Not Duplicate - Do Not DistributeLooking at HR today and tomorrow - Ideas about current and future state of NCE HRHR functional group analyses & recomme
124、ndationsCompensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesDisability ManagementPrinted on: 2024/7/2739For Discussion Only - Do Not Duplicate - Do Not DistributeDisability ManagementBenchmar
125、king results: Cost per Workers Compensation Claim1997: NCE: $ 5,1191998: NCE: $14,659Key issues reported by department personnel include:Fitness for duty responsibilities would better fit in another department. (i.e. random drug testing, coordinate positive responses, etc.)Verifying that PTO accrual
126、s on computer are correct is time consumingFuture Improvement Opportunities/Recommendations:Place responsibility for workers compensation to frontline managers by driving workers compensation costs to individual managers. Provide them with trend information and preventive recommendationsIntegrate th
127、is function with the safety department; there seems to be overlapping responsibilities, as well as overlapping need for informationConsider global settlementsEvaluate benefits of in house administration vs. outsourcingDisability ManagementAnalysis & RecommendationsPrinted on: 2024/7/2740For Discussi
128、on Only - Do Not Duplicate - Do Not DistributeLooking at HR today and tomorrow - Ideas about current and future state of NCE HRHR functional group analyses & recommendationsCompensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneD
129、isability ManagementField ServicesField ServicesPrinted on: 2024/7/2741For Discussion Only - Do Not Duplicate - Do Not DistributeKey issues reported by department personnel include:Communication within HR is lackingIncomplete training on how to use HRizonMany duplicative functions between Core and F
130、ield ServicesNeed to re-define roles and add clarity; management team points fingers at one anotherField Services only puts out fires; is not proactivePolicies and procedures are too open for interpretation or not available at allNot enough resources in Core to answer questions on a timely basisCont
131、acting various core units for clarifications and follow up (Benefits group is mentioned frequently)Lack of systems and written procedures (benefits/comp; compliance training is frequently mentioned)Lack of communication between units and lack of responsibility definitionsFollowing up on benefits iss
132、ues with employees is time consuming due to the lack of easily accessible information (i.e. summary plan descriptions)Lack of procedure manualInformation incorrectly entered on HRizonLack of follow through by benefits departmentLack of communication with other HR groups phones not answered, lots of
133、voice mailField ServicesAnalysisPrinted on: 2024/7/2742For Discussion Only - Do Not Duplicate - Do Not DistributeFuture Improvement Opportunities/Recommendations:Assign specific HR representatives (lead and other team members) to specific customers (see discussion on the proposed revision of the cur
134、rent HR organizational model):Ensure that HR consultants understand, or are not aware of, business unit strategy thereby creating a business partnering relationship with their customers Determine consultants needed skill sets (and current gaps) and select/deselect accordinglyDefine specific roles an
135、d responsibilities for FS and Core during the transition to the new HR model (if the revised HR model is adopted ) andRe-form FS/Core back into functional groups aligned around Business Unit customers HR needs, and organized and delivered through an HR Shared Services Account Representative for each
136、 Business UnitPrioritize Field Services consultants customer requests and manage their work through more specific performance expectations and measures (through Service Level Agreements)By eliminating rework reported in the group, Field Services should be able to eliminate over 5.5 FTEs of non-value
137、-added rework, allowing Field Services personnel to work on other value-added activities.There are many areas (i.e. Benefits Administration and overall transition projects) that could use extra help during the HR transition. It should be possible to redirect work efforts as project resources are nee
138、ded. Field ServicesRecommendationsPrinted on: 2024/7/2743For Discussion Only - Do Not Duplicate - Do Not DistributeLooking at HR today and tomorrow - Ideas about current and future state of NCE HRHR Organizational recommendationsRecommended structure for the futureRoles and responsibilitiesSkills, c
139、ompetencies and experienceTo overcome the issues reviewed in the previous sections and to begin to organize HR around the changing NCE Business Unit structure, we recommend that HR consider modifying its current organization model around customer needs, supported by more specific roles, responsibili
140、ties, skills, competencies and experience. If implemented successfully, NCEs HR group will be able to move through the transition to the Business Unit structure and be able to better ”defend” itself in the face of increased internal customer choice. The following structural changes and the Transitio
141、n Plan that follows should allow HR to move toward the “Business-Within-A-Business” model over the next 12-24 months. HR Organization ModelRecommendationsPrinted on: 2024/7/2744For Discussion Only - Do Not Duplicate - Do Not DistributeCorporate Center HRCommodity HRDelivery HRRetail HRInternationalC
142、ommodity HRAccount Rep.Customer needs identified and managed through single point of contact - An account managerCustomer needs, competitive benchmarking and Service Agreements facilitate staffing to to optimal levels in Business Unit HR and Shared Services HR, compared to marketHR roles and respons
143、ibilities clarified, responsibilityand accountability defined and measuredProcess ownership and performance expectationsare defined and measuredDuplication/overlap of effort between Core, FS and multiple contact point issues go away, customer service orientation does notOrganization structured aroun
144、d skills, competencyand experienceMultiple opportunities exist in both Business Unit HR AND in Shared Service HR positionsPerformance standards clearly identified throughService AgreementsHR products/services clearly defined, costed, understood - If there is not buyer, there is noneed for product/se
145、rviceHR customers and HR have a well established buying mechanism: Service AgreementsOvercoming Issues with current HR service deliveryMany of the issues listed previously stem from the implementation of the Core/Field Service model. We recommendthat NCE HR move to a variation of your current operat
146、ing structure to overcome these issues, and to organizearound your unique business unit customers:NCE HR TomorrowDelivery HRAccount Rep.Retail HRAccount Rep.Staffing & LearningPayroll& HRICCompensation & BenefitsWorkforce RelationsNCE HR Shared Service LeaderHR Organization ModelRecommendationsPrint
147、ed on: 2024/7/2745For Discussion Only - Do Not Duplicate - Do Not DistributeCorporate Center HRCommodity HRDelivery HRRetail HRInternationalCommodity HRAccount Rep.NCE “portfolio” HR strategy directionSetting corporate HR philosophySetting corporate HR policySetting decision parameters for Business
148、Unit HRleaders (Ultimate “referee”)Managing consistency of corporate philosophyand policy implementationMeeting needs of Corporate Center customers,using Shared Services and external resourcesAnalyzing & reporting NCE “portfolio” HR resources - HR “portfolio level” performance compared toother HR or
149、ganizationApproving & Guiding Shared Services HR resources - Shared Services BusinessPlan and Budget Responsible for HR Transition Plan implementation resultsQuality Assurance for Business Unit HR plansManaging “portfolio” level HR riskCorporate Center HR Roles & Responsibilities include.Roles and R
150、esponsibilities: Corporate Center HR NCE HR TomorrowDelivery HRAccount Rep.Retail HRAccount Rep.Staffing & LearningPayroll& HRICCompensation & BenefitsWorkforce RelationsNCE HR Shared Service LeaderThe assumption is that the VP of HR will move to the Corporate Center, along with a limited number of
151、otherHR personnel who provide “portfolio” level HR services to the business units.Corporate Center HR Printed on: 2024/7/2746For Discussion Only - Do Not Duplicate - Do Not DistributeCorporate Center HRCommodity HRDelivery HRRetail HRInternationalCommodity HRAccount Rep.Integrating NCE “portfolio” H
152、R strategyCoordinating corporate HR philosophiesCoordinating corporate HR policiesReviewing and analyzing decision parameters for Business Unit HR leadersAnalyzing & reporting NCE “portfolio” HR resources - HR “portfolio level” performance compared toother HR organizationCoordinating and reporting S
153、hared Services HR resources - Shared Services BusinessPlan and Budget Coordinating HR Transition Plan implementationManaging “portfolio” level HR riskCoordinating information systems planning and implementation to optimize NCE portfolio levelneeds/costsGuiding decisions on timing of Business Unit HR
154、purchase decisions: recommending if/whenit is appropriate to turn over responsibility for HR products/services to the business units Issue analysis and resolutionRoles & Responsibilities include.Roles and Responsibilities: NCE HR Leadership TeamNCE HR TomorrowDelivery HRAccount Rep.Retail HRAccount
155、Rep.Staffing & LearningPayroll & HRICCompensation & BenefitsWorkforce RelationsNCE HR Shared Service LeaderThere must be coordination among the Corporate Center, Business Unit, and Shared Service HR leaders acting insure consistency of policies across the portfolio of businesses. We recommend a NCE
156、implement a formal HR Leadership team structure to manage the integration of HR philosophies and policies.NCE HR Leadership Team Printed on: 2024/7/2747For Discussion Only - Do Not Duplicate - Do Not DistributeCorporate Center HRCommodity HRDelivery HRRetail HRInternational *Commodity HRAccount Rep.
157、Setting Business Unit HR strategySetting Business Unit HR philosophies & policies within corporate parametersDeveloping and managing Business Unit HR Business plansManaging Business Unit HR personnel:Hiring, developing, etc.Sourcing and delivering HR products and services needed by their business un
158、it leadersWorking with NCE Shared Services Leaderand their Shared Services Account Representative to develop a Service LevelAgreementWorking with outside vendors if and whennecessary to deliver HR services to their Business UnitWorking with Shared Services Account Representative to define needs from
159、 Shared Services, manage ongoing delivery expectationsProvide periodic and annual (structured) performancefeedback on Account Representative to SharedServices LeaderProvide periodic and annual (structured) performance feedback on Shared Services Leader to Corporate Center HR VPRoles & Responsibiliti
160、es include.Roles and Responsibilities: Business Unit HR LeadersNCE HR TomorrowDelivery HRAccount Rep.Retail HRAccount Rep.Staffing & LearningPayroll& HRICCompensation & BenefitsWorkforce RelationsNCE HR Shared Service LeaderThe assumption is that Business Unit HR leaders will be responsible for day-
161、to-day HR operating decisions. They will have general autonomy and responsibility to deliver on the HR needs of Business Unit leaders. A second assumption is that during the Business Unit migration, HR leaders need to reasonably balance the HR needs of the Business Unit with the NCE Corporate “good”
162、. * Assumes there is no dedicated HR leader in International Business UnitNCE HR BU Leaders Printed on: 2024/7/2748For Discussion Only - Do Not Duplicate - Do Not DistributeCompetencies and Skills for the Future: Business Units HR LeadersBusinessUnitsHR LeadersCore Competencies Quality Process Orien
163、tation - Constantly focuses on the continuous improvement of products, services and processes with the shared services center to meet customer demand and service levels. Strategic Business Perspective - Understands the intricacies of the utility industry specific to the Business Unit. Identifies and
164、 addresses the critical needs of the business units to achieve organizational objectives in the areas of benefits, compensation, staffing, training, disability management, HR information technology, payroll, workforce relations, etc. Develops and follows business plan that outlines products, service
165、s, costs, major improvement initiatives, and satisfaction levels.Leadership - Creates a team environment within HR in which information flows freely within HR and to customers and decision-making is based on a win-win philosophy.Customer Value Creation - Responds to business unit leaders needs in a
166、manner that provides added value and generates significant customer satisfaction.Assessment, Evaluation and Measurement Skills - Demonstrates the ability to determine key needs for the Business Units, diagnose and address problems and monitor progress of important issues and activities. Determines t
167、he costs of services provided and conducts comparison analysis to justify existence. Measure satisfaction of business unit leaders and addresses problem areas.Compliance - Applies an understanding of key legal precedents, polices and procedures within the limited scope of the shared service center t
168、o protect the organization and individual employees. Visioning & Alignment - Creates and communicates in coordination with the business unit leader a vision of the organization that inspires and aligns the workforce. Performance Management - Actively supports an organization culture that maximizes i
169、ndividual and team empowerment and performance. Develops performance measures and benchmarks for HR on products and services provided to the customers. Follow continuous improvement methodology to improve processes and service delivery. Partnership Building - Generates internal and external partners
170、 that enable HR to supply appropriate products and services to its customers Cross Team Collaboration - Ensures integration and cooperation across organizational boundaries, specifically between the Business Unit HR team and the shared services team.Level-Specific CompetenciesNCE HR BU Leaders Print
171、ed on: 2024/7/2749For Discussion Only - Do Not Duplicate - Do Not DistributeBusinessUnitsHR Leaders Business Management - Ensures that Human Resources products and services support overall business goals for a competitive prices and within satisfactory service levels. Manages day-to-day HR departmen
172、t activities. Human Capital Maximization - Develops methods for building, mobilizing, and evaluating the Business Units human assets. Product/Service Quality and Delivery -Coordinates products and services delivery to ensure high levels of customer satisfaction and impact. Business Process Reenginee
173、ring - Redefines and simplifies HR strategies, structure and processes, applies technology to improve organizational competitiveness.Relationship Orientation - Develops positive relationships by valuing others concerns and contributions.Continuous Learning - Proactively seeks performance feedback an
174、d identifies approaches to improve own and that of othersperformance and learning.Tolerance for Stress, Ambiguity and Chance - Demonstrates flexibility in applying different approaches to changing work demandsRole Specific CompetenciesPersonal CompetenciesNCE HR BU Leaders Competencies and Skills fo
175、r the Future: Business Units HR LeadersPrinted on: 2024/7/2750For Discussion Only - Do Not Duplicate - Do Not DistributeCorporate Center HRCommodity HRDelivery HRRetail HRInternational *Commodity HRAccount Rep.Setting Shared Service HR strategySetting Shared Service HR philosophies & policies within
176、 corporate parametersDeveloping and managing Shared Service HR Business plan and budgetManaging the Shared Service Transition PlanManaging Business Unit HR personnel:Hiring, developing, etc.Working with Business Unit HR Leaders andShared Services Account Representative to develop Service Level Agree
177、mentsService delivery for Shared Services: Meetingcost, quality, timeliness expectations of BusinessUnit and Corporate Center customersProvide periodic and annual (structured) performance evaluations for Shared Services Account Representatives Supporting HR needs of Corporate Center (Transactions an
178、d consultative) with Corporate Center HRVP as a primary customeralong with Business Unit HR leaders as primarycustomersReporting (solid line) to Corporate Center HRVPManaging Shared Services information systemsPlanning, implementing shared systems that support Corporate Center, Business Units, andSh
179、ared ServicesManaging the Shared Services product/service“lines”Roles & Responsibilities include.Roles and Responsibilities: Shared Services HR LeaderNCE HR TomorrowDelivery HRAccount Rep.Retail HRAccount Rep.Staffing & LearningPayroll& HRICCompensation & BenefitsWorkforce RelationsNCE HR Shared Ser
180、vice LeaderThere needs to be a Leader of Shared Services responsible for day-to-day management of that group. Assumed arethat as of 1/99 everyone currently in HR is in Shared Services. The Shared Services Leader position may or may not go away eventually, depending on how Shared Services evolves/dev
181、olves. The position is critical if Shared Servicesis going to be operated as a business-within-a-business. * Assumes there is no dedicated HR leader in International Business UnitShared Services HR Leader Printed on: 2024/7/2751For Discussion Only - Do Not Duplicate - Do Not Distribute Quality Proce
182、ss Orientation - Constantly focuses on the continuous improvement of products, services and processes with the shared services center to meet customer demand and service levels. Customer Value Creation - Create Shared Service strategy to responds to customer needs in a manner that provides added val
183、ue and generates significant customer satisfaction from Business Unit HR leaders, Business Unit management and employees. Assessment, Evaluation and Measurement Skills - Demonstrates the ability to determine key needs, diagnose and addressproblems and monitor progress with HR initiatives and activit
184、ies. Ensures that the shared services concepts is practiced, measured and evaluated on the following principle: supplying low cost transactional products with a high level of service.Strategic Business Perspective - Understands the intricacies of the utility industry specific to the Business Unit. I
185、dentifies and addresses the critical needs of the business units to achieve organizational objectives in the areas of benefits, payroll, and other shared service functions. Develops and follows shared services business plan that outlines products, services, costs, major improvement initiatives, and
186、satisfaction levels.Compliance - Applies an understanding of key legal precedents, polices and procedures within the limited scope of the shared service center to protect the organization and individual employees.Leadership - Creates a team environment in which information flows freely and decision
187、making is based on a win-win philosophy.Change Management - Generates innovative ideas and applies change best practices to ensure impact of key initiatives Resource Management - Specifies and negotiates for critical resource needs within the shared services unit. Cross Team Collaboration - Ensures
188、integration and cooperation across organization boundaries, particularly with the Business Unit HR leaders. Performance Management - Ensures that performance enhancement tools and process are applied within the Shared Services Unit and applied consistently through a service level agreement developed
189、 with Business Unit HR leaders and Shared Service Account Reps. Competencies and Skills for the Future: Shared Services HR LeaderSharedServicesHR LeaderCore CompetenciesLevel-Specific CompetenciesShared Services HR Leader Printed on: 2024/7/2752For Discussion Only - Do Not Duplicate - Do Not Distrib
190、ute Partnership Building - Generates alliances with internal and external partners that enable the Shared Services Unit to supply appropriate products and services to its customers. Project and Product Management - Plans and implements HR projects, programs and product development efforts HR Knowled
191、ge - Possesses appropriate HR technical knowledge equal to a Director level generalist. Business Process Re-Engineering - Redefines and simplifies business strategies, structures and processes; applies technology to improve organizational competitivenessProduct and Service Development and Refinement
192、 - Collaborates with the Business Unit HR leaders to identify and produce products and services that are tailored to Business Units needs. Ensures that HR products and services support overall business goals.Shared Services Design, Development and Effectiveness - Performs work and process redesign t
193、o improve team and organizationaleffectiveness.Process Facilitation - Leads groups and teams to resolve issues and improve their relationships and interactions with Business UnitsHR team, Business Units customers and within Shared Services.Resource Mobilization and Coordination - Maximizes the impac
194、t of shared services resources for meeting organizational objectives. Relationship Orientation - Develops positive relationships by valuing others concerns and contributions. Continuous Learning - Proactively seeks performance feedback and identifies approaches to improve own and that of others perf
195、ormance and learning. Tolerance for Stress, Ambiguity and Chance - Demonstrates flexibility in applying different approaches to changing work demands SharedServicesHR LeaderRole Specific CompetenciesPersonal CompetenciesLevel-Specific Competencies ContinuedShared Services HR Leader Competencies and
196、Skills for the Future: Shared Services HR LeaderPrinted on: 2024/7/2753For Discussion Only - Do Not Duplicate - Do Not DistributeCorporate Center HRCommodity HRDelivery HRRetail HRInternational *Commodity HRAccount Rep.Understanding Business Unit Leaders HR needs(that is their primary customer)Marke
197、ting Shared Services products/services toBusiness Unit customersDeveloping Service Level Agreements with Business Unit HR LeadersExecuting against the Service Level AgreementBuilding teams of functional personnelManaging Shared Service HR functional personnel in delivery of serviceWorking with Share
198、d Service Leader to identify personnel needs (Staffing volumes,skills required, etc.)Determining new Business Unit HR needs withthe Shared Service HR LeaderDetermining with Business Unit HR Leaderswhen needs products are not needed and should be eliminated from Shared Service Forming special project
199、 teams within SharedServices to meet periodic customer needsProviding performance feedback to SharedServices Leader on Shared Service functional group personnel Roles & Responsibilities include.Roles and Responsibilities: Shared Services Account RepresentativesNCE HR TomorrowDelivery HRAccount Rep.R
200、etail HRAccount Rep.Staffing & LearningPayroll & HRICCompensation & BenefitsWorkforce RelationsNCE HR Shared Service LeaderShared Services Account Representatives function as the single point of customer contact to the Business Unit HR leaders. They may determine, with the Shared Services Leader, to
201、 have teamsof people from the Shared Services HR functional groups dedicated to serving a particular business unit.* Assumes there is no dedicated HR leader in International Business UnitCommodity Account TeamDelivery Account TeamRetail Account TeamShared Services Account Representatives Printed on:
202、 2024/7/2754For Discussion Only - Do Not Duplicate - Do Not Distribute Continuous Learning - Proactively seeks performance feedback and identifies approaches to improve own performance and learning Tolerance for Stress, Ambiguity, and Change - Demonstrates flexibility in applying different approache
203、s to changing work demands. Communication and Influence - Creates a team environment in which information flows freely and discussion-making is bases on a win-win philosophy.Customer Value Creation - Market Shared Service products and services. Facilitate Shared Service strategy to responds to custo
204、mer needs in a manner that provides added value and generates significant customer satisfaction from Business Unit HR leaders, Business Unit management and employees.Project & Product Management - Plan and implement Shared Service projects, programs and product development efforts to addressspecific
205、 Business Unit needs.Planning & Organizing - Systematically plans a course of action for self and others to ensure the accomplishment of specific objectivesTeam Building - Develops a team environment in which members participate, cooperate with and support each other.Resource Management - Specifies
206、and negotiates for critical resource needs within the shared services unit Cross Team Collaboration - Ensures integration and cooperation across organization boundaries, particularly with the Business Unit HR leaders and Shared Services.Competencies and Skills for the Future: Shared Services Account
207、 RepresentativesSharedServicesAccount Rep.Core CompetenciesLevel-Specific CompetenciesShared Services Account Representatives Printed on: 2024/7/2755For Discussion Only - Do Not Duplicate - Do Not Distribute Technical Expertise - Acquires and applies professional/technical knowledge, skills, experie
208、nce, and judgement to accomplish results, serve customers better and contribute to the organizations intellectual capital in the areas of benefits, compensation, payroll, information technology, etc. Product/Service Development and Refinement - Collaborates with the Shared Services Leader, Business
209、Unit HR Leader and Customers to produce products and services that are tailored to the customers needs. Products and Service Quality and Delivery - Provides products and service delivery to ensure high levels of customer impact and satisfaction.Relationship Orientation - Develops positive relationsh
210、ips by valuing others concerns and contributions. Competencies and Skills for the Future: Shared Services Account RepresentativesSharedServicesAccount Rep.Role Specific CompetenciesPersonal CompetenciesShared Services Account Representatives Printed on: 2024/7/2756For Discussion Only - Do Not Duplic
211、ate - Do Not DistributeCorporate Center HRCommodity HRDelivery HRRetail HRInternational *Commodity HRAccount Rep.Working through the HR Account Representatives to deliver service to the Business UnitsStaffing and developing HR personnel withinthe functional group (and managing staff levels based on
212、customer demand over time) Understanding competitive service offerings thatBusiness Units could purchase Managing the products and services offeredwithin each functional area to be competitivewith externally provided products in* Cost, Quality, TimelinessWorking with HR Account Representatives and t
213、he HR Shared Services to manage products and services within each functional area:* Developing new products/services* Eliminating products/services as they areeither absorbed by Business Units or no longer need to be offered Managing functional processes to competitivelevels -Continuous process impr
214、ovementDeveloping functional business (operating) plansOrganizing functional personnel around Business Unit teams with HR Account RepresentativesRoles & Responsibilities include.Roles and Responsibilities: Functional LeadersNCE HR TomorrowDelivery HRAccount Rep.Retail HRAccount Rep.Staffing & Learni
215、ngPayroll & HRICCompensation & BenefitsWorkforce RelationsNCE HR Shared Service LeaderShared Services Functional Leaders role and responsibility is to act as “product managers”, responsible for the products/services offered by each functional group: improving underlying processes to be competitive t
216、o standards required by customers, defining and managing to measurable performance indicators, supporting service delivery to Business Unit customers through Account Representatives* Assumes there is no dedicated HR leader in International Business UnitShared Services Functional Leaders Printed on:
217、2024/7/2757For Discussion Only - Do Not Duplicate - Do Not Distribute Project & Product Management - Plan and implement Shared Service projects, programs and product development within a specific functional area to address specific Business Unit needs. Relationship Orientation - Develops positive re
218、lationships with HR Account Representative and Shared Service Leader by responding to requests quickly. Promote and form one-on-one personal service levels with HR Account Representative. Tolerance for Stress, Ambiguity, and Change - Demonstrates flexibility in applying different approaches to chang
219、ing work demands. Communication and Influence - Creates a team environment in which information flows freely and discussion-making is bases on a win-win philosophy.Continuous Learning - Proactively seeks performance feedback and identifies approaches to improve own performance and learning.Complianc
220、e - Applies an understanding of key legal precedents, policies an procedures for a specific functional area to protect the interestsof the organization and individual employees.Planning & Organizing - Systematically plans a course of action for self and others to ensure the accomplishment of specifi
221、c objectivesTeam Building - Develops a team environment in which members participate, cooperate with and support each other.Resource Management - Specifies and negotiates for critical resource needs within the shared services unitCross Team Collaboration - Ensures integration and cooperation across
222、organization boundaries, particularly with the Business Unit HR leaders and Shared Services.Competencies and Skills for the Future: Shared Services Functional LeadersSharedServicesFunctional LeadersCore CompetenciesLevel-Specific CompetenciesShared Services Functional Leaders Printed on: 2024/7/2758
223、For Discussion Only - Do Not Duplicate - Do Not Distribute Technical Expertise - Acquires and applies professional/technical knowledge, skills, experience, and judgement to accomplish results, serve customers better and contribute to the organizations intellectual capital in the areas of benefits, c
224、ompensation, payroll, information technology, etc. Product/Service Development and Refinement - Collaborates with the Shared Services Leader, Business Unit HR Leader and Customers to produce products and services that are tailored to the customers needs. Products and Service Quality and Delivery - P
225、rovides products and service delivery to ensure high levels of customer impact and satisfaction. Resource Mobilization & Coordination - Maximize the impact of functional resources for meeting organization objectives.Relationship Orientation - Develops positive relationships by valuing others concern
226、s and contributions.Tolerance for Stress, Ambiguity and Chance - Demonstrates flexibility in applying different approaches to changing work demands.Competencies and Skills for the Future: Shared Services Functional LeadersSharedServicesFunctional LeadersRole Specific CompetenciesPersonal Competencie
227、sShared Services Functional Leaders Printed on: 2024/7/2759For Discussion Only - Do Not Duplicate - Do Not DistributeHR Transition PlanningIn order to get from today to tomorrow, several integrated projects need to be managed effectively under an overall HR Transition Program. HR Transition Planing
228、Printed on: 2024/7/2760For Discussion Only - Do Not Duplicate - Do Not DistributeThere are three broad issues NCE encounters on special projects are: 1) Effective Change Management, 2) Accountability and 3) Implementation. During the HR Transition, these issues need to be specifically addressed :Cri
229、tical Success FactorsCritical Success Formula for Launching the Transition PlanD + V + Qf RcD = Dissatisfaction (compelling reason) with the current state of affairsV = Vision for what will be, which must be agreed to, driven and delivered by NCE HR leaders Qf = Quality of the “first move” - How any
230、 change effort is launched, including successful communications, planning and integration with other related corporate initiatives Rc = Resistance to changeCritical Success Factors for Managing the Transition Project/program Management - Sound fundamentals following the well documented management ph
231、ilosophies of NCE Enthusiasm - Whoever carries these initiatives forward must bring the attitude for making success happen Accountability for results - NCE HR must take ownership for tangible results Resources - The right resources have to be in place to implement. Leadership - Strong, visible leade
232、rs who can see the future and are committed to building itPrinted on: 2024/7/2761For Discussion Only - Do Not Duplicate - Do Not DistributeLEGEND: 0 = Prerequisite, 1 = Simultaneous High Priority, 2 = Functional Dimension of Matrix Management, 3 = Changes Based on 1Analysis/DesignPilot or Implementa
233、tion PlanningImplementationLegend1999Q1 Q2Q4Q32000Q1 Q2Q4Q3Change Enablement HR Reorganization - Aligning Around Business Unit Customers HRIS Technology Enhancements Detailed Benefit Plan Review/Revised Benefit Plan ImplementationLearning Organization Re-engineeringNCE Call Center Model8 Quarter Tra
234、nsition Plan1999Q1 Q2Q4Q32000Q1 Q2Q4Q3 Service Level Agreement Development and Implementation 1Program Management -overall coordination, pull back of FS, drop low value activities, work on tactical improvement, ensure resources used effectively 1 1 NCE HR “Leader Community” Philosophy/Policy Integra
235、tion 0 & 1 3 3 31 Ongoing- shopping list for BUs and cost to value for customer expectations management- Establish Rules for first year (whats in/out between core and BUs) On-going way to manage the functional dimension of the matrixOrganizational structure, head count alignment with SLAsThe “3” are
236、as will changebased on results ofagreements withBUs (“1”)Printed on: 2024/7/2762For Discussion Only - Do Not Duplicate - Do Not DistributeDescription: Conduct complete benefit plan review for NCE HR to support Business Unit migration. Detailed Benefit Plan Review and ImplementationAnticipated Projec
237、t BenefitsEase of benefit administrationReduced costBusiness risk protectionDuration 1st and 2nd Quarter 1999 - cost analysis, vendor consolidation and benefit plan design3rd Quarter 1999 - implementation and communication4th Quarter 1999 - enrollmentKey Deliverables Analysis of current plans, vendo
238、rs and compliance issues vs. business unit needsDetermination of technology needs and gap analysis Analysis of current vs. desired process flowsDetermination of consolidation of plans and outsourcing opportunitiesDetermination of required skills/competencies and gap analysis for benefits representat
239、ivesImplementation planKey Resources 1 HR Manager with expertise in benefit plans and complianceTeam of 2-3 benefit representatives Includes a cooperative effort from Business Unit Functional leaders/generalist1 benefit expert for legal and compliance researchProject Rationale: Why does NCE HR need
240、to do this work?Under the new Business Unit structure, a comprehensive review and implementation process will be needed to support Business Unit benefit plan needs, including potential vendor/plan consolidation opportunities, total plan cost analysis, and potential outsourcing opportunitiesAssumptio
241、ns Performed after the Business Units have HR Leaders in place, and after the “dust” settles with the Business Unit HR planning processPrinted on: 2024/7/2763For Discussion Only - Do Not Duplicate - Do Not DistributeDescription: Reengineer the Learning organization to determine the strategy, objecti
242、ve and methodology to deliver “training” products and services. Learning Organization ReengineeringAnticipated Project BenefitsCost effective training solutionsOrganization culture shift toward training as value added vs. electiveBusiness case providing costs and benefits and return on investmentDur
243、ation 3rd and 4th Quarter 1999 - define, design and implement the new learning organizationKey Deliverables Defined Learning philosophy, strategy, mission, vision, products and services and outsourcing direction outlined in a business caseIdentified training development and delivery modelKey perform
244、ance indicators to determine the return on investment for trainingOrganizational needs analysis, training needs prioritized, identified competency gapsDeveloped Business Unit training program defining required and elective trainingKey Resources Sponsored by Shared Services1 HR Account Manager - 1/2
245、time1 HR Account Representative - full timeProject Rationale: Why does NCE HR need to do this work?Establishes a formal training department that is responsible both fiscally and functionally for training from needs analysis and development to delivery and measurement.Learning within NCE becomes miss
246、ion critical to the organizations bottom line and success rather than an elective exercise or compliance necessity.The organization needs to determine the return on investment training providesAssumptions Business Unit HR leaders, HR Corporate Center and Functional Leaders will co-participate to dev
247、elop strategy, scope, products, services, roles and responsibilities as needed by the customers of NCELearning is recognized as a key driver to the success of the organizationSome component of training and education is “centralized” in the future Printed on: 2024/7/2764For Discussion Only - Do Not D
248、uplicate - Do Not DistributeDescription: Develop an HR Information Systems plan that will support the current and future state of HR and the new organization structureHRIS Technology EnhancementsAnticipated Project BenefitsCoordinated planning and implementation of any changes to the companys HR sys
249、tems that are now maintained centrally, but in the future may be “unbundled” as Business Units choose to perform their own HR information processing Duration 3rd and 4th Quarters of 1999 - assessment and design1st and 2nd Quarters 2000 - implementation and trainingKey Deliverables Cross-business uni
250、t HR information planDocument future technology platform(s) and transition approachDetermination sufficiency, accuracy, layout, accessibility and ownership of HR-related dataDocumented reporting requirements: standard vs. ad hoc reporting Documented Business Unit HR technology needs that work in con
251、junction with HR Shared ServicesDetermination of required skills/competencies including desktop computer skills and gap analysisImplementation plan for future HR system changesTraining of HR employees and customers on new technologyKey Resources 1 HR project manager3-4 person team with representatio
252、n from Business Unit HR and Shared Services HR1or more IS technical resources from NCE IT and/or IBMProject Rationale: Why does NCE HR need to do this work?Support the possible “unbundling” of HR information systems as Business Units evolve Enhance customer self service (i.e. Benefits enrollment and
253、 maintenance) Eliminate manual work, rework and “shadow systems” (i.e. Excel spreadsheets kept outside of HRizon)Allow Shared Service representatives within the call center to better utilize technology while receiving and resolving employee issues/problemsAssumptions Long term perspective required f
254、or successful Business Unit migration (i.e. an integrated Information Systems Plan)Short term benefits are possible by eliminating “shadow systems”, fixing the Benefit electronic update issues, and implementing effective HRizon training for current usersPrinted on: 2024/7/2765For Discussion Only - D
255、o Not Duplicate - Do Not DistributeDescription: Design and development of Service Level Agreements between Shared Services and Business Unit customers Service Level Agreement Development and ImplementationAnticipated Project BenefitsEstablishes a way to sell to internal customersProvides planning in
256、put to allow Shared Services to control staffing/skillsUnbundles the macro HR charge into discrete products/services for BU customers, which allows them to better manage purchasesDuration 1st Quarter of 1999 - Design phase, including costing/pricing of products and services (concurrent with next ite
257、m)2nd Quarter 1999 - Development of actual SLA and negotiation with Business Units Key Deliverables Fully loaded costed and priced HR products and servicesStandard service level agreement (SLA template)Standard product/service list (electronic brochure)Internal customer charge (billing and payment)
258、process and systemNegotiated SLAs between Shared Services and internal BU customersKey Resources/Potential Costs Project manager (1/2 time for 3-6 months)Activity based costing team members (3-4 people for 3-4 months)NCE Accounting Resource (2-3 people for 2-3 months) - Billing and payment process d
259、evelopment1 HR Functional Manager (1/2 time for 3 months) - Costing1 HR Account Manager (Full time 1 month) - Standard SLA template developmentAccount Managers and Shared Service Leader (Part time for 3-4 months) - Negotiating and executing SLAs with Business UnitsBusiness Unit HR Leaders (Part time
260、 for 3-4 months) Billing and payment process development, standard SLA development, negotiating SLAs with Shared ServicesProject Rationale: Why does NCE HR need to do this work?HR needs a standard way to “contract” between Shared Services and its customersAccurate true costs of products and services
261、 offered by HR Shared Services need to be understoodPrices and anticipated volumes for products and services used by Business Units and Corporate Center need to be managedHR needs a way to manage what products and services will and will not be offered and delivered by Shared Services over timeSuppor
262、t is needed to manage the ongoing headcount and budget planning for Shared Services based on customer demand of product/servicesAssumptions Product and service costing can (should) begin prior to designating Shared Service Leader and Account ManagersOnce products/services are costed/priced, Account
263、Managers and Shared Service Leader will be responsible for negotiating SLAs with each Business Unit HR LeaderHR Functional Leaders have ongoing responsibility for managing product/service cost, quality, and cycle time levelsShared responsibility between Account Managers and Functional Managers for s
264、ervice delivery and customer satisfactionPrinted on: 2024/7/2766For Discussion Only - Do Not Duplicate - Do Not DistributeDescription: Implement HR Transition Program Management Office (PMO).Program ManagementAnticipated Project BenefitsIntegrated resource managementCentral project tracking and repo
265、rtingVisibility into project progress, issues/resolutionDuration From the beginning of HR transition until HR leaders determine the PMO is no longer neededThe PMO function will no longer be needed once the number and complexity of integrating special projects declinesAt that point the “PMO” responsi
266、bility can be taken over by the HR Shared Services Leader reporting to the NCE HR Leadership Team Key Deliverables Program management function established (including the program manager)Program/project management standards establishedProgram/project reporting process and information standards establ
267、ished and implementedProject management training developed and conducted for teams working on HR transition projects Key Resources/Potential Costs Dedicated Program ManagerOne dedicated (initially), then declining to a part time PMO administrator (a good role for someone in HR at an administrative l
268、evel) Project Rationale: Why does NCE HR need to do this work?HR transition projects and resources (people and dollars) need to be managed collectivelyNCE needs a central point of coordination, project reporting, administration, Quality Assurance for HR Transition ProgramKey performance indicators r
269、elated to transition projects (i.e. budgets vs. actual, milestones, deliverables) need to be consistently tracked and reported againstAssumptions Program Management Office (PMO) is a temporary function that will ramp up to support transition projects, then the PMO will go awayHR Leaders will review
270、the need for the PMO on a quarterly basis and determine when the PMO is no longer needed Program Manager role may be filled by HR Shared Services Leader Printed on: 2024/7/2767For Discussion Only - Do Not Duplicate - Do Not DistributeKey Deliverables Selection model for key HR leaders and other requ
271、ired positions/ personnel within Shared ServicesDesigned system for performance measurement (individual, team, and HR as a whole) and continuous improvementBusiness case outlining benefits, costs, obstacles and timelines of recommended changesNew structure and processes with positive impact on cost,
272、 quality, and responsivenessAdministrative and communication support structure and materialsRevised policies and procedures for the HR organizationTraining for staff on new processes, technology, and responsibilitiesDefined roles and responsibilities, including skills and competencies for all HR org
273、anizations (corporate, shared services, business unit HR), positions, and personnelImplemented process opportunities and outsourcingRedesigned processes utilizing current technologyDescription: Managing the HR reorganization - Organization Development into the new HR operating model. Includes develo
274、pment of a selection process model for hiring Shared Services Leader and Account Representatives, and proposing HR Leader profiles to Business Unit Chief Administrative Officers for Commodity, Delivery, and Retail. HR ReorganizationAnticipated Project BenefitsIntegrated, HR operating model with clea
275、r roles and responsibilitiesAccountability and ownership for HR processesCost, quality delivery based on competitive benchmarksDuration 1st Quarter 1999 - recruiting 2nd and 3rd Quarters 1999 - process design, alignment and performance measurement 4th Quarter - training Key Resources/Potential Costs
276、 VP of HR (part-time) -organization alignment, recruiting, and project directionProject manager (1/2 time for 3-6 months)1 HR Functional Manager (full time for 3-6 months) - Process redesign, performance measure design1 Change & Training Manager - (1/2 time for 3 months) -communications and training
277、Business Unit HR Leaders and Shared Service Leader(Part time for 3-4 months) - Alignment, performance measure development, process redesign, policy and proceduresProject Support - (full time 3 to 6 months)Project Rationale: Why does NCE HR need to do this work?Provides single point of contact/respon
278、sibility for future customers through the HR Shared Services Account RepresentativesPuts in place an operating leader to manage the day-to-day HR Shared Services functionAllows all HR leaders to focus on roles and responsibilities, as well as products and services associated with new NCE Business Un
279、it StructureDiminishes the issues associated with the Field Services/Core model while directing resources and accountability for HR professionals Assumptions Management support for HR alignmentWorking partnership between the Business Units, shared services, and Corporate HRPrinted on: 2024/7/2768For
280、 Discussion Only - Do Not Duplicate - Do Not DistributeDescription: Develop cross-business-unit philosophies, policies and risk analysis. Establish a process to monitor and manage ongoing policy compliance, risk analysis and management, revision of philosophies and policies across NCE Corporate and
281、Business Unit HR groups. NCE HR “Leader Community” Philosophy/Policy Integration Anticipated Project BenefitsIntegration of key philosophies and policies across NCE portfolioKey risks identified and managedCommunication across HR professional community in NCEDuration 1st and 2nd Quarters 1999 - defi
282、ne and design as HR leaders are hired Becomes an ongoing (quarterly or semi-annual) process as part of new NCE HR/Business Unit working modelKey Deliverables HR philosophy and policy directives (i.e. Compensation, benefits, staffing, etc.) defined, written and communicated - White PapersHR risks ana
283、lysis (related to philosophy and policies)Key performance indicators identified and tracked on an ongoing basisRisk management actions identified and responsibility assignedHR “governance and compliance review” process designed and implementedKey Resources/Potential Costs NCE HR Leaders (Corporate C
284、enter, Business Unit, Shared Services)Project support (i.e. Researching and drafting “white papers, communicating results, compliance monitoring, following up on various “to do” points generated by the NCE HR Leadership team Project Rationale: Why does NCE HR need to do this work?Establishes an NCE
285、HR governance body and a process for managing changing HR philosophies/policies and related risks Confirm and communicate which philosophies/policies are open for business units to modify or notAnalyze, as a group of HR Leaders, risks associated with philosophy/policy changes as the Business Units t
286、ake more HR responsibilityAssumptions Corporate Center HR will sponsor, Business Unit and Shared Service HR leaders will participate activelyProject established and started before all HR Leadership positions are filled within Business Units in order to set the structure and identify/begin to anticip
287、ate and manage early potential risk areasPrinted on: 2024/7/2769For Discussion Only - Do Not Duplicate - Do Not DistributeDescription: Develop cross functional HR call center. Establish policies, procedures and technology to equip HR shared services representatives to provide HR customer service in
288、a timely and cost-effective manner.Call Center ModelAnticipated Project BenefitsImmediate customer issue resolution in a large percentage of callsIncreased customer satisfactionFast, efficient and cost effective HR serviceDuration 2nd Quarter 1999 - define strategy and scope3rd and 4th Quarters - im
289、plementation dependent upon the technology integration issue with HRizonKey Deliverables Call Center strategy and scope definition to establish the mission, vision, purpose, objectives, role and responsibilitiesCall center policy and procedures, defined, written and communicated based on strategy an
290、d scopeIdentified key resources to staff the call centerImplemented technology accessible to shared service representatives to receive calls, make inquiry regarding customers issues, input necessary data and/or changes, track type of inquiry and resolve customer problemsCall center performance measu
291、resKey Resources/Potential Costs NCE HR leaders (Corporate Center, Business Unit, Shared Services)Financial support and sponsorship from Shared Services and Corporate Center budgetProject Rationale: Why does NCE HR need to do this work?Support Business Unit HR Leaders and HR functional leaders in pr
292、oviding immediate HR products and servicesProvide immediate, easy access, one-on-one HR services to employees and management within NCEIncrease customer satisfaction levels with HR services, especially through the Business Unit/HR transition periodAssumptions Business Unit HR leaders, HR Corporate C
293、enter and Functional Leaders will co-participate to develop strategy, scope, products, services, roles and responsibilities as need by the customers of NCE.Call Center technology can be integrated with current HRizon systemCall Center will be a part of the Shared Services organizationProject started
294、 after the organization determines the role and responsibility of Shared ServicesPrinted on: 2024/7/2770For Discussion Only - Do Not Duplicate - Do Not DistributeDescription: Develop a Change enablement plan that will support NCEs Business Unit devolution to a new organizational structure, including
295、 a communication plan and personal (potentially job) counselingChange EnablementAnticipated Project BenefitsContinuous integration of the various components of change such as people, culture, processes and technology to support the organization strategy throughout this transitionIncrease in employee
296、 morale due to continuous communicationThe HR change efforts will serve as a model for the entire NCE organization when considering current and future change activitiesBecause of the activities identified in a change plan, the organization will be better positioned to execute future mergers and acqu
297、isitionsDuration Starting immediately and continue through transitionKey Deliverables Identification of major change initiativesAn organization strategy to ensure that the companys infrastructure is prepared for the challenges of devolving to the new organizationA communication strategy designed to
298、coordinate the communication vehicles, timing and authorship required to convey the right message to the appropriate personnelAn implementation strategy designed to facilitate controlled execution of identified change initiativesKey Resources/Potential Costs Project manager expertiseShared Service L
299、eaderHR Account Representatives from Shared Services on the team to provide cross-functional input from each of the business units Project Rationale: Why does NCE HR need to do this work?To serve as a road map for moving from the current organization to the new world, outlining in detail the steps r
300、equired to get thereSupport NCE professionals during this organizational transformation to ensure continued customer focus and productivityEnsure consistent and continuous communication throughout the organizationAssumptions There is senior management sponsorship in support of this change effortInit
301、ial ownership will reside in Core and be transitioned to Shared Services when Shared Service Leader is assignedThis change effort will require cross-functional participationPrinted on: 2024/7/2771For Discussion Only - Do Not Duplicate - Do Not DistributeAppendixProduct/Service locations in the futur
302、e Corporate Center/Business Unit/Shared Service operating model (developed by NCE HR leaders)Detailed HR Transition Plan (Excel spreadsheet)Example Service Level Agreement and Service Level Agreement Development ApproachReport AppendixPrinted on: 2024/7/2772For Discussion Only - Do Not Duplicate - D
303、o Not DistributeLocation of HR Products and Services:Corporate Center, Business Units, Shared Services(From discussions with HR Leaders)Product/Service Location Ideas for the FuturePrinted on: 2024/7/2773For Discussion Only - Do Not Duplicate - Do Not DistributeDevelop HR strategyDevelop HR business
304、 planDevelop, monitor, administer, and report on HRactivities and budgetsDevelop a benefits, compensation and labor strategy aligned with the organizations visionDesign, administer, manage and communicateexecutive/board of directors compensation and benefitsDevelop policies for governmental complian
305、ceConduct collective bargaining with unions and communicate labor contracts to managementDesign a succession plan process in support ofthe overall organizational strategyCoordinate acquisition processProducts and Services includeProducts and Services: Corporate CenterCorporateCenterHRPrinted on: 202
306、4/7/2774For Discussion Only - Do Not Duplicate - Do Not DistributeDevelop HR business plan for business unitsDefine operational performance measures based on HR criteria and internal/external best practicesDevelop, monitor, administer, and report on HR activities and budgetsPayroll/Systems Managemen
307、tRespond to customer inquiries and requests concerning pay and pay programs/policiesCoordinate the termination packageBenefitsOversee benefit enrollment process including coordinating and implementing the processEstablish system and mechanisms to answer questions from employees concerning benefit pl
308、ansSelect and manage benefit vendors Communicate pertinent information to employees concerning benefit plansTrack and report on benefit plansCompensationPerform job analysisDetermine FLSA status/job titlesSalary offer guidelinesAdminister and manage incentivesInitiate pay changesStaffing/Employee De
309、velopmentDetermine position requirements from job descriptionDevelop job postingCoordination of outplacementDevelop and manage employee performanceProducts and Services includeProducts and Services: Business UnitsBusiness UnitsHRCoordinate career counselingOrganizational DevelopmentManage the change
310、 initiatives/processIdentify changes to organization chartTrainingIdentify organizational/individual training needsNew Venture/International AdministrationCoordinate expatriate assignmentsPrinted on: 2024/7/2775For Discussion Only - Do Not Duplicate - Do Not DistributeDevelop HR business plan for bu
311、siness unitsDefine operational performance measures based on HR criteria and internal/external best practicesPayroll/Systems ManagementAdminister employee payMaintain system and processing of employee recordsTrain users in the operation of HRizon and related systemsBenefitsDevelop and administer ben
312、efit plansTrack and report on employee benefitsObtain and produce reports to track benefit costs for funding and pricing purposesAdminister retiree benefitsCompensationDevelopment of multiple salary plans and structures (i.e. exempt and non-exempt plans)Obtain/participate in surveys to capture exter
313、nal market analysis and analyze resultsMerit budgetAssist with development of incentive plans and obtain market data on incentivesEEO/Government Compliance/DiversityConsult and advise on diversity issuesDevelop and administer affirmative action planProvide training on compliance issuesPerform invest
314、igations on employee claimsLabor RelationsCommunicate labor contracts to managementAdminister/interpret labor contractsProcess grievancesCoordinate organizing drives for the company/manage corporate campaign for the companyProducts and Services includeProducts and Services: Shared ServicesSharedServ
315、icesHRSafetyDevelop and implement safety and health strategyConduct work site inspectionsConduct management auditsAdminister necessary safety/IH compliance trainingTechnical review of new/revised regulatory standards (OSHA)Manage corporate safety programsHealth Services/Employee Assistance ProgramDe
316、velop/administer disability management plan/policyReceive/process/manage workers compensation claimsDevelop/coordinate drug/alcohol testing policyAdminister programs in accordance with ADAStaffing/Employee DevelopmentCoordinate recruiting and selection processTrain managers on selection processDevel
317、op/administer relocation policy and packagesDevelop performance management programs including training issuesCoordinate change management processTrainingAdminister/manage/implement training programs including curriculum development and vendor selection and tracking issuesDesign/develop employee orie
318、ntationEmployee Relations Resolve employee conflictsDesign exit interview process; track turnoverPrinted on: 2024/7/2776For Discussion Only - Do Not Duplicate - Do Not DistributeTransition Plan detailsExcel spreadsheet - detailed HR transition project plansPrinted on: 2024/7/2777For Discussion Only
319、- Do Not Duplicate - Do Not DistributeService Level AgreementExample Service Level AgreementPrinted on: 2024/7/2778For Discussion Only - Do Not Duplicate - Do Not DistributeDefining Service OfferingsThis document provides guidelines for defining the individual services provided by the Shared Service
320、 Center. The level of detail achieved in service definitions will have significant implications for contracting and pricing of services. Printed on: 2024/7/2779For Discussion Only - Do Not Duplicate - Do Not DistributeServices = Process OutputFor the purposes of defining the services of your individ
321、ual area, think of a service as the output of a process with internal and external customers and suppliers. A process is a series of activities that consume resources (inputs) and produce a service or product (output). The activities or components of processes often cut across functional or departme
322、ntal boundaries.Function AFunction BFunction CProcess 1Process 2CustomersServicesPrinted on: 2024/7/2780For Discussion Only - Do Not Duplicate - Do Not DistributeProcess HierarchyPROCESSPROCESSSUB-PROCESSSUB-PROCESSACTIVITYACTIVITYTASKTASKPrinted on: 2024/7/2781For Discussion Only - Do Not Duplicate
323、 - Do Not DistributeProcessesSubprocessesActivitiesTasksAP/PurchasingAP/PurchasingGenerateGeneratePurchasePurchaseRequisitioRequisition nOrderOrderMaterialMaterialPayPayVendorVendorIdentifyIdentifyRequiredRequiredMaterialMaterialIdentifyIdentifyVendorVendorCompleteCompletePurchasePurchaseRequisition
324、Requisition Search vendor books Call and query to vendor Review past purchase orders Review material specsProcess HierarchyProcess HierarchyPrinted on: 2024/7/2782For Discussion Only - Do Not Duplicate - Do Not DistributeProcess Hierarchy WorksheetDefinition worksheet for Defining ProcessesSuppliers
325、Key InputsKey OutputsCustomersKnown IssuesPrinted on: 2024/7/2783For Discussion Only - Do Not Duplicate - Do Not DistributeThe Shared Services CenterThe Shared Services CenterProcess PictureProcess PictureFeedbackFeedbackFeedback SupplierSupplier Internal Internal External ExternalCustomerCustomer I
326、nternal Internal External External ProcessProcess Add Value Add Value Prevent Errors Prevent Errors Identify Errors Identify Errors Correct Errors Correct ErrorsPerformancePerformanceMeasurementMeasurementSystemSystemRequirementsRequirementsInputOutputProcess FocusProcess FocusPrinted on: 2024/7/278
327、4For Discussion Only - Do Not Duplicate - Do Not DistributeContracting For Services - Service Level AgreementsOnce services have been defined at the process-output level, contracts or service level agreements should be developed. Some organizations have opted for complex and detailed contracts while
328、 others have developed less structured agreements. A service level agreement (SLA) can be defined as:an agreement between two or more parties; it involves an understanding of the changing needs and limitations of each party and will probably require compromisea quantification of service level output
329、; metrics may be developed and agreed upon which define the quality of service provided. Printed on: 2024/7/2785For Discussion Only - Do Not Duplicate - Do Not DistributeService Level Agreement ContentsService Level Agreements May Include:(1) listing and description and services to be provided(2) se
330、rvice pricing and billing procedures(3) service level targets or output performance goals(4) service usage projections, peak period service(5) problem management and escalation procedures(6) service hours, service availability(7) service level reporting and monitoring(8) duration, amendment and term
331、ination of SLAPrinted on: 2024/7/2786For Discussion Only - Do Not Duplicate - Do Not DistributePerformance MeasuresPerformance measurement is a quantification of how well activities within a process or the outputs of a process achieve a specified goalCatalyze changeBenchmark against othersMonitor pr
332、ogressProvide directionFocus on customerContinuous ImprovementPrinted on: 2024/7/2787For Discussion Only - Do Not Duplicate - Do Not DistributeSupplierInputActivity 1Activity 3OutputCustomerInputMeasureProcess MeasuresInternal Output MeasureExternal Output Measure(Resources)(Service)Activity 22 Leve
333、ls of Performance MeasuresPROCESSPROCESSReports the activities of a processUsed to motivate the people and control the process1OUTPUTOUTPUTReports the results of a processUsed to control resources and monitor results2Use for continuous improvementUse for service level agreementsPrinted on: 2024/7/27
334、88For Discussion Only - Do Not Duplicate - Do Not Distribute3 Categories of Performance MeasuresPerformance measures can be categorized as measures of cost, quality or time. Successful performance measurement systems seek to achieve a balance of all three.COSTCOSTThe process time to achieve “goodnes
335、s”QUALITYQUALITYThe “goodness” of a product or serviceTIMETIMEThe economics of “goodness”Printed on: 2024/7/2789For Discussion Only - Do Not Duplicate - Do Not DistributeHR Functional ReviewDetailsDetails of Current HR Functional ReviewsPrinted on: 2024/7/2790For Discussion Only - Do Not Duplicate -
336、 Do Not DistributeBenefits Analysis Department DemographicsNumber of people on the organization chart - 13 FTEs - 18.95Cost*: $932,537*Figure represents labor plus benefits load and excludes HR managementRework and error correction - 7 employees stated they spend 38%* of their time (106 hours) per w
337、eek on rework and error correction*This calculation is based on a 40 hour work weekCustomer Satisfaction Results (Scale: 0=not performing, 1=somewhat performing, 2=meeting needs, 3=excellent) Largest Gaps“HR representatives are knowledgeable and timely when responding to benefit questions.” Current
338、Performance = 1.5 Desired State = 3.0Gap = 1.5 “HR allows employees to have access to simple and complete benefit information.”Current Performance = 1.6Desired State = 3.0Gap = 1.4“HR changes the role of the benefits department from record/file keepers to consultants helping employees understand and
339、 apply programs.”Current Performance = 1.3Desired State = 2.5Gap = 1.2Overall Gap = 1.0Printed on: 2024/7/2791For Discussion Only - Do Not Duplicate - Do Not DistributeBenefits Analysis Continued HR Employees Perspective on Problems/IssuesThere are sixty three plans and numerous vendors which makes
340、it difficult to manage the big picture without proper technology support and streamlining of processesHRizon limitations Some plans are not automated (i.e. Benefits administration module is not completely installed)Employees are not trained on the systemErrors in vendor updates: update files are com
341、pletely overlaid as opposed to “changes only”Procedures within the department are inconsistent and not documentedCauses of reworkCustomers and Field Services consultants are calling more than one department member for problem resolutionLack of training for department members on benefit plans and sys
342、tems and processesManual benefits administration due to some of the benefit plans not residing in the HRizon systemSome benefit administration vendors are not able to read the eligibility tapes causing newly benefits eligible employees and those with status changes to not be recognized in vendor sys
343、tems. There is a lack of accessible information (policies, SPDs, plan information) to allow employee self-sufficiencyPrinted on: 2024/7/2792For Discussion Only - Do Not Duplicate - Do Not DistributeBenefits Analysis Continued BenchmarkingCustomer service representative ratio*:Foster & Higging: 1:150
344、0 Intel: 1:1333 NCE: 1:330*Includes only active employeesCost of benefit plans as percent of total pay:Watson Wyatt: 19.6%Saratoga: 27.1%NCE: 45%Benefits expense as a percent of operating expense:Watson Wyatt: 5.4%Saratoga: 7.0%NCE: 3.0%Benefits expense as a percent of gross sales/revenueWatson Wyat
345、t: 4.6%Saratoga: 6.5%NCE: 4.8% (These are 1997 numbers)Benefits expense per FTE employeeWatson Wyatt: $6,970NCE: $25,532Printed on: 2024/7/2793For Discussion Only - Do Not Duplicate - Do Not DistributeBenefits Analysis Continued Best PracticesClearly defined benefits philosophy based on market, work
346、force characteristics and cost considerations Appropriate evaluation of insourcing vs. outsourcing and consolidation and management of vendorsUtilize technology (internet and intranet) to disseminate benefit information. Conduct on line benefit enrollment, changes, beneficiary designations, etc. (i.
347、e. streamline the work of the benefits group)Establish a call center approach for resolving benefits inquiries/issuesMore frequent communication of employee benefits result in higher employee satisfaction with benefit plansPrinted on: 2024/7/2794For Discussion Only - Do Not Duplicate - Do Not Distri
348、buteBenefits Analysis Continued Future Opportunities and ProjectsBenefits Philosophy and Policy definitionAnalyze and document the companys strategic direction regarding benefits (i.e. which plans may be subject to business unit discretion vs. NCE corporately mandated ) Analyze and document risk and
349、 business implications for such decisions (e.g. cost, legal, non-discrimination testing, etc.)Establish philosophy and policy guidelines and monitor as a group of HR leadersConduct complete, detailed Benefit approach review once Business Unit and Corporate HR Philosophies and Policies have been defi
350、ned, including:Cost analysisVendor/plan consolidationOutsourcing of certain Benefit activities based on NCE HR philosophy and Business Unit needsDevelop a call center (user support line) to address benefit inquiries during (and beyond) this HR transitionCall center user support line applies to other
351、 HR functional areas beyond benefitsImplement Benefit information systems (HRizon and/or other technologies) to provide NCE users with on- line direct capability for benefit enrollment, changes, and beneficiary designations Conduct HRizon training for Benefits personnel and other appropriate staffBy
352、 eliminating rework, this department can reduce staff by a minimum of 2.65 FTEsPrinted on: 2024/7/2795For Discussion Only - Do Not Duplicate - Do Not DistributeCompensation Analysis Department DemographicsNumber of people on the organization chart - 3 plus directorFTEs - 6.53Cost*: $411,301*Figure r
353、epresents labor plus compensation load and excludes HR managementRework and error correction - 4 employees stated they spend 45.3%* of their time (72.5 hours) per week on rework and error correction*This calculation is based on a 40 hour work weekCustomer Satisfaction Results (Scale: 0=not performin
354、g, 1=somewhat performing, 2=meeting needs, 3=excellent) Largest Gaps“HR communicates compensation policies (promotion guidelines, changes in pay ranges, etc.” Current Performance = 1.5Desired State = 3.0Gap = 1.5 “The compensation system (levels, grades, etc.) is effective and fair.”Current Performa
355、nce = 1.7Desired State = 3.0Gap = 1.3Printed on: 2024/7/2796For Discussion Only - Do Not Duplicate - Do Not DistributeCompensation Analysis Customer Satisfaction Results Continued (Scale: 0=not performing, 1=somewhat performing, 2=meeting needs, 3=excellent) “HR compensates employees for having and
356、utilizing competencies that add organizational value to the organization.”Current Performance = 1.2Desired State = 2.7Gap = 1.2Overall Gap = 1.1HR Employees Perspective on Problems/IssuesCauses of reworkFiles are not complete and current regarding position descriptionsThere is a lack of communicatio
357、n and information sharing between HR departmentsThere is a lack of training for Field Service consultants which results in Field Service consultants giving managers “what they want instead of what they need”The job evaluation system is outdated and there are too many grades within salary structure c
358、ausing hair splitting between gradesTechnology support is lacking; need automated job description, incentive plan administration automation, market pricing automation, etc.Printed on: 2024/7/2797For Discussion Only - Do Not Duplicate - Do Not DistributeCompensation Analysis Continued BenchmarkingPay
359、roll as a percent of revenue:Watson Wyatt: 24.7%Saratoga: 21.9%NCE unable to provide data Total payroll (Rick should have) / $3,342,525,000 (1997 revenues)Payroll expense as a percent to operating expenseWatson Wyatt: 29.0%Saratoga: 28.5%NCE unable to provide data Total payroll (Rick should have) /
360、$2,713,300,000 (1997 operating expense)Payroll expense per FTE employeeWatson Wyatt: 35,661Saratoga: 47,288NCE unable to provide data Total payroll (Rick should have) / 6,290 (per 1997 10-K) Printed on: 2024/7/2798For Discussion Only - Do Not Duplicate - Do Not DistributeCompensation Analysis Contin
361、ued Best PracticesCompensation programs are be flexible to fit business requirements and allow managers to accommodate unique situations - communicated and understoodTie pay to meaningful performance goals that impact business objectives and determine linkage to training and developmentDesign formal
362、, informal and spot recognition programSpecify which behaviors are being rewarded and incorporate it into performance management systemsFuture Opportunities and ProjectsEvaluate the risk of allowing the business units to own the compensation practiceReview compensation grade structureMake use of aut
363、omation to speed up processes: automate job descriptions and place them on the company intranet; automate incentive plan administration, and market survey database which includes receiving market survey information electronically and tracking trends from year to yearMake a policy/philosophy determin
364、ation on where NCE wants to be concerning pay, total compensation and base pay vs. incentive payBy eliminating rework, this department can reduce staff by a minimum of 1.8 FTEsPrinted on: 2024/7/2799For Discussion Only - Do Not Duplicate - Do Not DistributeLearning, Employee Development, Performance
365、 Management Analysis Department DemographicsNumber of people on the organization chart - 6FTEs - 10.84Cost*: $693,055*Figure represents labor plus learning load and excludes HR managementRework and error correction - 5 employees stated they spend 13%* of their time (26 hours) per week on rework and
366、error correction*This calculation is based on a 40 hour work week Customer Satisfaction Results (Scale: 0=not performing, 1=somewhat performing, 2=meeting needs, 3=excellent) Largest Gaps“HR assists with employee development and career planning on a timely basis.” Current Performance = 0.6Desired St
367、ate = 2.3Gap = 1.7“The training program for employees is systematic and standardized.”Current Performance = 0.8Desired State = 2.3Gap = 1.5Printed on: 2024/7/27100For Discussion Only - Do Not Duplicate - Do Not DistributeLearning, Employee Development, Performance Management Analysis Customer Satisf
368、action Results (Scale: 0=not performing, 1=somewhat performing, 2=meeting needs, 3=excellent)“HR provides the proper training necessary to support business requirements.” Current Performance = 1.0Desired State = 2.5Gap = 1.5“The training that HR provides is effective, timely, and consistent.”Current
369、 Performance = 1.2Desired State = 2.4Gap = 1.2“HR solicits employee/manager feedback to determine training needs.”Current Performance = 1.2Desired State = 2.4Gap = 1.2Printed on: 2024/7/27101For Discussion Only - Do Not Duplicate - Do Not DistributeLearning, Employee Development, Performance Managem
370、ent Analysis HR Employees Perspective on Problems/IssuesThere is confusion between the roles of the Business Units, Field Services and Learning SystemsField Services currently “interprets” Business Units needs to Learning Systems which causes mis/dis information and rework.Learning Systems develops
371、programs and then Business Units are unable to fundLack of technology support - would like to do some training over the intranet and internetCurrently, Learning Systems develops training, but has no control over delivery methods or quality and Field Services consultants may not have training skillsC
372、auses of reworkRework of training content due to non-SME on development team, therefore course content must be reworkedPrinted on: 2024/7/27102For Discussion Only - Do Not Duplicate - Do Not DistributeLearning, Employee Development, Performance Management Analysis BenchmarkingPercent of total employ
373、ees trained:Saratoga: 67.9%NCE unable to provide dataPercent of exempt employees trained:Saratoga: 83.7%NCE unable to provide dataPercent of nonexempt employees trainedSaratoga: 63.9%NCE unable to provide dataTraining cost per number of employees trainedSaratoga: $853NCE unable to provide dataTraini
374、ng cost as a percent of operating expenseSaratoga: .55%NCE unable to provide dataTotal FTEs per training FTEsSaratoga: 1:724NCE: 1:791Printed on: 2024/7/27103For Discussion Only - Do Not Duplicate - Do Not DistributeLearning, Employee Development, Performance Management Analysis Best PracticesTraini
375、ng and development is tied into the overall organizations needs The needs are prioritized and developed in a cost effective mannerProper delivery methods are identified, quality of delivery is controlled, and impact of trainingLink training to performance and determine if learning is a result of tra
376、iningProvide as much training as is feasible to create employee satisfaction and promote employability (GBP)Cascade responsibility to employees and have them set goals for their groups to help solve problems for the company (GBP)Develop a training database for individuals to gather data, conduct ass
377、essments and explore training opportunitiesEngage senior management in training; utilize senior management to champion training by defining learning objectives and participate in courses as instructorsConduct a needs assessment to determine the gap between business objectives and the skills required
378、 to reach those objectivesOutsource some or all of trainingPrinted on: 2024/7/27104For Discussion Only - Do Not Duplicate - Do Not DistributeLearning, Employee Development, Performance Management Analysis Future Opportunities and ProjectsConduct organizational needs analysis, prioritize training nee
379、ds, focus learning programs on competency gaps identified, and control quality of deliveryRe-evaluate cost effectiveness and quality of training in outsourcing vs. insourcing scenariosIf evaluation is positive for the learning group, an NCE University or Learning Center should be developed with oppo
380、rtunity for self managed trainingDetermine mandatory vs. optional training (i.e. sexual harassment, corporate code of ethics), and develop delivery methods and timing Maintain a central database of approved vendors who have to meet pre-established criteriaStrengthen security over training records to
381、 alleviate the problem of employees changing their scores in CBT or putting in scores for employees who were not in the training courseThe risk of quality and consistency of message needs to be considered before allowing some groups to develop their own trainingDevelop ways to evaluate effectiveness
382、 of trainers and effectiveness of trainingPrinted on: 2024/7/27105For Discussion Only - Do Not Duplicate - Do Not DistributeStaffing & Organizational Development Analysis Department DemographicsNumber of people on the organization chart - 8FTEs - 11.33Cost*: $544,646*Figure represents labor plus sta
383、ffing load and excludes HR managementRework and error correction - 2 employees stated they spend 6.5%* of their time (5.25 hours) per week on rework and error correction*This calculation is based on a 40 hour work weekCustomer Satisfaction Results (Scale: 0=not performing, 1=somewhat performing, 2=m
384、eeting needs, 3=excellent)Largest gap“HR provides orientation for new and newly promoted employees that enable them to quickly meet performance expectations.”Current Performance = 0.5Desired State = 2.4Gap = 1.9“HR delivers competent applicants for the recruiting process.”Current Performance = 1.8De
385、sired State = 3.0Gap = 1.2Overall gap = .8Printed on: 2024/7/27106For Discussion Only - Do Not Duplicate - Do Not DistributeStaffing & Organizational Development Analysis Continued HR Employees Perspective on Problems/IssuesThere are overlapping roles between staffing and Field Services regarding hi
386、ring processCauses of reworkIncomplete information on automated systems resulting in clerical researchToo much manual paperwork and too many people involved in the hiring processBenchmarkingTotal Separation RateSaratoga: 13.4%NCE: 4.3%Voluntary Separation RateSaratoga: 10.8% Watson Wyatt: 14.1%NCE:
387、3.9%Involuntary Separation RateSaratoga: 5.1% Watson Wyatt: 8.1%NCE: 0.69%External Cost per Hire (Total)Saratoga: $3,711NCE unable to provide dataExternal Cost per Hire (Exempt)Saratoga: $6,934NCE unable to provide dataPrinted on: 2024/7/27107For Discussion Only - Do Not Duplicate - Do Not Distribut
388、eStaffing & Organizational Development Analysis Continued Benchmarking ContinuedExternal Cost per Hire (Nonexempt)Saratoga: $1,136NCE unable to provide dataInternal Cost per Hire (Total)Saratoga: $4,910NCE unable to provide dataInternal Cost per Hire (Exempt)Saratoga: $5,832NCE unable to provide dat
389、aInternal Cost per Hire (Nonexempt)Saratoga: $1,076NCE unable to provide dataExternal Time to Fill (Total)Saratoga: 51 calendar daysNCE unable to provide dataExternal Time to Fill (Exempt)Saratoga: 66 calendar daysNCE unable to provide dataExternal Time to Fill (Nonexempt)Saratoga: 44calendar daysNC
390、E unable to provide dataPrinted on: 2024/7/27108For Discussion Only - Do Not Duplicate - Do Not DistributeStaffing & Organizational Development Analysis Continued Benchmarking ContinuedInternal Time to Fill (Total)Saratoga: 37 calendar daysNCE unable to provide dataInternal Time to Fill (Exempt)Sara
391、toga: 45 calendar daysNCE unable to provide dataInternal Time to Fill (Nonexempt)Saratoga: 35 calendar daysNCE unable to provide dataBest PracticesLink staffing efforts to business strategyFuture staffing requirements are anticipated and integrated in business and succession planTrack staff turnover
392、 and what this process costs including the less obvious costs such as loss of customer confidence, lower productivity, disruption of team tasks, and time lost orienting new employees (GBP)Utilize exit interviewsPrinted on: 2024/7/27109For Discussion Only - Do Not Duplicate - Do Not DistributeStaffin
393、g & Organizational Development Analysis Continued Best Practices ContinuedLeverage the internet for online staffing and job postingLeverage employee referralsOffer job shadowing programs and workshops for elementary and high school studentsDevelop internal employee pools to re-deploy workers to othe
394、r areas of the organization that are in needsFuture Opportunities and ProjectsDevelop standardized interviewing tools and techniques such as behavioral and team panel interview methodsDevelop a selection process which screens against pre-determined skills and competenciesEstablish responsibility for
395、 “in-take” of new employeesDevelop new employee orientation program utilizing organizational functional and departmental knowledgeInstall Resumix or other technology support which will enable scanning of resumes, maintain applicant base and eliminate the need for manual applicant trackingExplore nat
396、ional advertising contractsOrganizational Development: Assess every development activity or process and ensure they are linked to achievement of improved performance through accomplishment of company goalsPrinted on: 2024/7/27110For Discussion Only - Do Not Duplicate - Do Not DistributeShared Servic
397、es Analysis Department DemographicsNumber of people on the organization chart - 14FTEs - 23.38Cost*: $1,172,921*Figure represents labor plus shared service load, excludes HR management and includes payroll and systems/records maintenance activities.Rework and error correction for Shared Services - 1
398、2 employees stated they spend Rework and error correction for Shared Services - 12 employees stated they spend 14.6%* of their time (70 hours) per week on rework and error correction*This calculation is based on a 40 hour work weekCustomer Satisfaction Results (Scale: 0=not performing, 1=somewhat pe
399、rforming, 2=meeting needs, 3=excellent)Largest gap“Time reporting is a simple and efficient process.”Current Performance =1.6Desired State = 3.0Gap = 1.4Overall gap = .8Printed on: 2024/7/27111For Discussion Only - Do Not Duplicate - Do Not DistributeShared Services Analysis Continued HR Employees P
400、erspective on Problems/IssuesThere is a need for greater clarity in roles and responsibilities between Shared Services, Field Services, HRIC, and IBMHR needs to work more as a team; there is too much reworkThere is a need for a better definition of the customerIncrease utilization of intranet to pro
401、vide HR data such as organization chart, head count and turnover informationThere is a need for more training and cross trainingCauses of rework for all of Shared ServicesIncorrect/incomplete formsHRizon problems and technology issuesSystem crashesNo on-line account number validationLearning curve/t
402、rainingTime keeper errors into TEDWrong information enteredInput errorPrinted on: 2024/7/27112For Discussion Only - Do Not Duplicate - Do Not DistributeShared Services Analysis Continued BenchmarkingThe following are from the Arthur Andersen Global Best Practices Payroll Diagnostic Tool. We have use
403、d a multi-industry benchmark group which is comprised of 152 companies.Payroll Cost as a % of RevenueMedian: 0.054% NCE: 0.031% (on line between 1st & 2nd quartile)Total Annual Payroll Cost per EmployeeMedian $163.23 NCE: $183.74 (3rd quartile)Total Payroll Cost per PaycheckMedian: $4.44 NCE: $7.22
404、(4th quartile) - due to high system costsPayroll Systems Cost per PaycheckMedian: $0.34 NCE: $4.28 (beyond 4th quartile)Payroll Labor Cost per PaycheckMedian: $3.07 NCE: $2.50 (2nd quartile)Direct Deposit %Median: 48% NCE: 82.5% (1st quartile)Payroll Personnel per Thousand EmployeesMedian: 3.3 NCE:
405、17.2 (beyond 4th quartile) 1.18 without time keepers (1st quartile)Payroll Personnel per 100 Million in RevenueMedian: 1.9 NCE: 2.9 (3rd quartile) .2 without time keepers (1st quartile)Employee Reimbursements Best Companies: through payroll NCE: through A/P checkPrinted on: 2024/7/27113For Discussio
406、n Only - Do Not Duplicate - Do Not DistributeShared Services Analysis Continued Benchmarking ContinuedThe following are from the Arthur Andersen Global Best Practices Payroll Diagnostic Tool. We have used a multi-industry benchmark group which is comprised of 152 companies.Average # of Paychecks Pro
407、cessed per FTEMedian: 9,757 NCE: 1,478 (4th quartile) 21,534 without timekeepers (1st quartile)Time Card and Data Preparation Error RateMedian: 0.614%NCE: 0.062% (1st quartile)Payroll Processing Error RateMedian: 0.176%NCE: 0.062% (1st quartile)Employee Database and Payroll Change Error RateMedian:
408、0.667%NCE: 1.455% (4th quartile)Percent of Manually Processed ChecksMedian: 0.34%NCE:0.0% (1st quartile)Printed on: 2024/7/27114For Discussion Only - Do Not Duplicate - Do Not DistributeShared Services Analysis Continued Best PracticesDevelop a new service delivery model for HR utilizing technology
409、that provides all employees with access to HR data and allows for reporting to be efficient, timely, and customized with ad-hoc capability and available to all HR employees and management (WW)Implement a “desk/phone/person” delivery model that allows managers and employees to become self sufficient
410、in completing HR transactions on: (1) their desktop computer, (2) real time help and advice from the phone, (3) if necessary, obtain expert support from an HR professional on problems too complex to solve through the other two means (WW)Change communication patterns by implementing an employee help
411、center or consultants; employees communicate questions or problems to individuals well trained in policies and procedures and have access to on line HR internet support (WW)Implement technology to allow HR to become paperless; on line applications are developed to handle most manager/employee transa
412、ctions (i.e. compensation changes, promotion/demotions, performance reviews, adding someone to payroll, etc.) (WW)Minimize the number of payroll cycles per month, scheduling the workload accordingly (GBP)Minimize payments of advances and special handling requests (GBP)Reimburse employee expenses thr
413、ough the regular payroll process (GBP)Outsource payroll processing if payroll volume, exceptions, and competitive situation permit (GBP)Use one central system for payroll and HR related information needs (GBP)Investigate and clear non-system exceptions through the originating department (GBP)Printed
414、 on: 2024/7/27115For Discussion Only - Do Not Duplicate - Do Not DistributeShared Services Analysis Continued Best Practices Continued (HRIC)During implementation of new technology, thoroughly train employees to use the new technology to its maximum potentialAfter implementation, monitor employees n
415、eeds, reactions, and abilities in the new technologyUse a formal procedure to measure how new technology affects the business; this can include conducting external benchmarking, alignment measurement, and operational measuring.Future Opportunities and ProjectsRoles need to be clearly defined between
416、 NCE and IBMEvaluate and prioritize the organizations technology needs and develop cost/benefit analysisBy eliminating rework this department can reduce staff a minimum of 1.75 FTEsPrinted on: 2024/7/27116For Discussion Only - Do Not Duplicate - Do Not DistributeWorkforce Relations Analysis Departme
417、nt DemographicsNumber of people on the organization chart - 11FTEs - 24.72Cost*: $1,303,917*Figure represents labor plus workforce relations load and HR managementRework and error correction for Workforce Relations - 9 employees stated they spend 7.5%* of their time (27 hours) per week on rework and
418、 error correction*This calculation is based on a 40 hour work weekCustomer Satisfaction Results (Scale: 0=not performing, 1=somewhat performing, 2=meeting needs, 3=excellent)Largest gaps“HR communicates clearly and consistently to all levels of the organization.”Current Performance = 1.0Desired Stat
419、e = 3.0Gap = 2.0“HR ensures employees are satisfied with the services provided by HR.”Current Performance = 1.2Desired State = 2.5Gap = 1.3Printed on: 2024/7/27117For Discussion Only - Do Not Duplicate - Do Not DistributeWorkforce Relations Analysis Continued Customer Satisfaction Results Continued“
420、HR has the resources/expertise to resolve employee questions and problems.”Current Performance = 1.3Desired State = 2.Gap = 1.3Overall gap = 1.1HR Employees Perspective on Problems/IssuesDetermine training needs and methodsIt is not efficient for Workforce Relations to prepare affirmative action pla
421、ns, hand them off to Field Services for implementation, and then Workforce Relations report against them, nor does it establish full ownership for AA goalsThere are risks associated with Field Services handling grievances through the 2nd step:Field Services may not be properly trainedField Services
422、may not have the appropriate relationships with the unionsField Services wants to please their customers, the managers, and therefore may not “push back hard enough,” and this may result in undesired grievance results and precedents Field Services may not always know what/when to communicate to core
423、 which minimizes cores ability to monitor what is going on in the fieldThere are not enough resources to adequately define root causes and prevent EEO complaints (ex: sexual harassment training not delivered company wide since 1992)Printed on: 2024/7/27118For Discussion Only - Do Not Duplicate - Do
424、Not DistributeWorkforce Relations Analysis Continued HR Employees Perspective on Problems/Issues (Labor side of Workforce Relations)Difficulty with Field Service consultants who are not trained to recognize potential EEO conflictsNeed improvement in technology supportCauses of reworkObtaining inform
425、ation from Field Services regarding contract provisionsFile informationWorkforce Relations must obtain needed investigatory information from other areasBest PracticesEnsure compliance with Affirmative Action and EEO related issues as measured by number of complaints, dollars expended in settlements
426、and ability to analyze and prevent root causesConduct exit interviews to obtain information on operational improvement opportunities and implement suggestionsDevelop easily accessible and appropriately confidential vehicles for employees to give feedbackProvide management with an annual aggregate pi
427、cture of diversity make-up within the orgConduct a needs assessment and establish baseline data to determine where diversity efforts should be concentratedTie diversity to strategic goalsProvide manager with periodic updates on workforce composition vs. AA goalsLabor side of Workforce RelationsGood
428、management/labor relationsMinimum number of grievancesContract provisions favorable to organizationPrinted on: 2024/7/27119For Discussion Only - Do Not Duplicate - Do Not DistributeWorkforce Relations Analysis Continued Future Opportunities and ProjectsAssign dedicated labor employees to manage labo
429、r issues rather than Field Service consultants, thereby ensuring consistent application of bargaining agreement terms and contract interpretationFollow the prescribed NCE methods to analyze root causes of employee complaints and design preventive programsEEO should be responsible for recommending so
430、lutions to managers based on employee complaints and overseeing the implementation of the recommendationsProvide EEO related training for management and supervisory personnel to ensure consistent application of policies and reducing the organizations potential liabilityPrinted on: 2024/7/27120For Di
431、scussion Only - Do Not Duplicate - Do Not DistributeDisability Management Analysis Department DemographicsNumber of people on the organization chart - 7FTEs - 4.20Cost*: $221,726*Figure represents labor plus disability management load and HR managementRework and error correction - 2 employees stated
432、 they spend 2.5%* of their time (2 hours) per week on rework and error correction*This calculation is based on a 40 hour work weekHR Employees Perspective on Problems/IssuesFitness for duty responsibilities would better fit in another department. (i.e. random drug testing, coordinate positive respon
433、ses, etc. This service is paid for by the safety department)Causes of reworkVerifying that PTO accruals on computer are correctPrinted on: 2024/7/27121For Discussion Only - Do Not Duplicate - Do Not DistributeDisability Management Analysis Continued BenchmarkingCost per Workers Compensation Claim199
434、7: NCE: $ 5,1191998: NCE: $14,659Per Kim, Team J has comparable benchmark info.Workers Compensation Expense Percent1997: NCE: 0.14%Saratoga: Means 5K-10K: 0.36%, Mfg: 0.43%, Utility: 0.17%, Multi-Ind: 0.37% 1998: NCE: 0.26%Saratoga: Means 5K-10K: 0.24%, Mfg: 0.29%, Utility: 0.16%, Multi-Ind: 0.28%Wo
435、rkers Compensation Factor1997: NCE: $495Saratoga: Means 5K-10K: $418, Mfg: $642, Utility: $434, Multi-Ind: $4011998: NCE: $1,087Saratoga: Means 5K-10K: $350, Mfg: $521, Utility: $513, Multi-Ind: $342Printed on: 2024/7/27122For Discussion Only - Do Not Duplicate - Do Not DistributeDisability Manageme
436、nt Analysis Continued Best PracticesAn overall disability management philosophy which is adhered toStaying on top of workers compensation cases for early return to workUnderstanding trends and causality factors, resulting in appropriate preventive measures/trainingAll administration done in accordan
437、ce with applicable regulatory edictsFuture Opportunities and ProjectsPlace responsibility for workers compensation to frontline managers by driving workers compensation costs to individual managers. Provide them with trend information and preventive recommendationsIntegrate this function with the sa
438、fety department; there seems to be overlapping responsibilities, as well as overlapping need for informationConsider establishing baseline testingConsider global settlementsEvaluate benefits of in house administration vs. outsourcingPrinted on: 2024/7/27123For Discussion Only - Do Not Duplicate - Do
439、 Not DistributeSafety and Industrial Hygiene Analysis Department Demographics/People/Organization/CostsNumber of people on the organization chart - 12FTEs - 13.89Cost*: $778,468*Figure represents labor plus safety load and excludes HR managementRework and error correction - 7 employees stated they s
440、pend 18.2%* of their time (51 hours) per week on rework and error correction*This calculation is based on a 40 hour work weekCustomer Satisfaction Results (Scale: 0=not performing, 1=somewhat performing, 2=meeting needs, 3=excellent)Largest gaps“HR demonstrates better manager strategies for safety p
441、revention.”Current Performance = 1.3Desired State =2.2Gap = .9Overall gap = .6Printed on: 2024/7/27124For Discussion Only - Do Not Duplicate - Do Not DistributeSafety and Industrial Hygiene Analysis Continued HR Employees Perspective on Problems/IssuesIH should report to a higher level in the organi
442、zationSafety needs information from disability management which currently report to a different director which can make information retrieval cumbersomeSafety and IH need to gain real enforcement authority; they currently have responsibility for policy setting, procedure development and auditing for
443、 overall compliance - no enforcement authorityMove industrial hygiene to internal audit, or to a core function to better control overall exposure, cost and compliance, as well as translating best practices company wideCauses of reworkPlant safety representatives inability to interpret/know regulatio
444、nsLack of clear definition of roles and responsibility between field and coreLack of enforcement authorityCompany wide confusion about who is responsible for what (safety receives calls about claims, accidents, vehicle, facility, security, etc. which are the responsibility of other areas)Benchmarkin
445、gLost Time Incident Rate1997: NCE: 0.981998: NCE: 0.71No comparable benchmark information was available Printed on: 2024/7/27125For Discussion Only - Do Not Duplicate - Do Not DistributeSafety and Industrial Hygiene Analysis Continued Best PracticesSafe work environment as measured by number of acci
446、dents/incidents, lost workdays, time spent on workers compensation and STD/LTD (if tracked in conjunction with workers compensation)No OSHA, or other regulatory violations - have appropriate preventive and detective measures in placeUtilize technology to manage safety record keepingOutsource non-cor
447、e activitiesFuture Opportunities and ProjectsSafety and Industrial Hygiene have responsibility for overall company policy setting, procedure development and auditing for compliance; however, with no real enforcement authority. Determine companys risk profile and move safety and Industrial Hygiene to
448、 a core function to better control overall exposure, cost and compliance.Evaluate safetys reporting relationships between core and plant specialistsDevelop ways of translating best practices company wideProvide specific safety goals and accountability at business units through performance management
449、 system and incentive programsIntegrate risk management functions with Safety and Industrial Hygiene such as fire prevention and safety, vehicle accident prevention and safety, and safety and health insurance loss contractBy eliminating rework, this department can reduce staff by a minimum of 1.25 F
450、TEsPrinted on: 2024/7/27126For Discussion Only - Do Not Duplicate - Do Not DistributeField Services Analysis Department DemographicsNumber of people on the organization chart - 33FTEs - 13.89Cost*: $ (Clint - fill in)*Figure represents labor plus field services load and excludes HR managementRework
451、and error correction North - 12 employees stated they spend 23%* of their time (110 hours) per week on rework and error correctionSouth - 10 employees stated they spend 30%* of their time (121 hours) per week on rework and error correction*This calculation is based on a 40 hour work weekHR Employees
452、 Perspective on Problems/IssuesCommunication within HR is lackingIncomplete training on how to use HRizonMany duplicative functions between Core and Field ServicesNeed to re-define roles and add clarity; management team points fingers at one anotherField Services only puts out fires; is not proactiv
453、ePolicies and procedures are too open for interpretation or not available at allPrinted on: 2024/7/27127For Discussion Only - Do Not Duplicate - Do Not DistributeField Services Analysis Continued HR Employees Perspective on Problems/Issues ContinuedNot enough resources in Core to answer questions on
454、 a timely basisCauses of reworkContacting various core units for clarifications and follow up (Benefits group is mentioned frequently)Lack of systems and written procedures (benefits/comp; compliance training is frequently mentioned)Lack of communication between units and lack of responsibility defi
455、nitionsFollowing up on benefits issuesLack of procedure manualInformation incorrectly entered on HRizonLack of follow through by benefits departmentLack of communication with other HR groups phones not answered, lots of voice mailBenchmarkingRatio of Field Services Personnel to Operating PersonnelNC
456、E: 1:163No comparative benchmarking information availablePrinted on: 2024/7/27128For Discussion Only - Do Not Duplicate - Do Not DistributeField Services Analysis Continued Best PracticesCustomer-focused organization of highly trained generalists who meet business units strategic needs through chang
457、e enablement, understanding the business and appropriately accessing core specialistsDefined philosophy of who owns problems, Field Services or HR measurement of customer satisfactionProvide business training to consultants ensuring they understand the business, its strategy, customers and market pl
458、aceCarefully scrutinize the role of the consultant to ensure they are responsible for supporting the strategic direction of the business and focused on customer satisfactionCreate strong partnerships with line operations from a credible and valued positionFuture Opportunities and ProjectsAssign spec
459、ific Field Services consultant to specific customersDetermine needed skill set and select/deselect accordinglySpecify roles and responsibilities and how to interact with corePrioritize Field Services consultants customer requests Consultants are generally not trained in all areas of HRConsultants ge
460、nerally do not understand, or are not aware of business unit strategyField Services has not created a business partnering relationship with its customersThe role of the consultant is not clearly defined and therefore cannot fully support the customerBy eliminating rework, this department can reduce staff by a minimum of 5.5 FTEsPrinted on: 2024/7/27129
