安达信做的某公司人力资源评估（英文PPT129页）.pptx

安达信做的某公司人力资源评估（英文PPT129页）.pptx

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NCEHRAssessmentProject,FinalPresentationDecember1998,1/30/2024,1,TableofContents,Projectbackgroundandapproach.Page3KeyIssues:

ChallengesfacingNCEHRtoday.Page11OverarchingIssues,Benchmarks&CustomerSatisfactionLevelsNCEToday:

Functionbyfunctionanalysis/Strengths&FutureOpportunities-CompensationAdministration-BenefitsAdministration-Payroll/HRIC-Learning-Workforcerelations-Staffing-SafetyandIndustrialHygiene-DisabilityManagement-FieldServicesHROrganizationModelRecommendations.Page44RecommendedstructureforthefutureRolesandResponsibilitiesSkills,Competencies&ExperiencerequirementsHRTransitionPlanning.Page60KeySuccessFactorsTransitionPlan:

8QuarterTransitionPlanTimelineKeyProjectDescriptionsAppendix.Page72Product/ServicelocationsinthefutureCorporateCenter/BusinessUnit/SharedServicesmodelDetailedHRTransitionPlan（Excelfile）ExampleServiceLevelAgreementandServiceLevelAgreementDevelopmentApproach,1/30/2024,2,ProjectBackground&Approach,1/30/2024,3,ProjectObjectives,-Confirmingthe“futurestate”visionforNCEsHumanResourcesorganization,-ConductingacurrentstateassessmentoftheHRprocesses,organizationandtechnology,-EvaluatingHRscustomersneedsandperceptionsofcurrentanddesiredservicelevelsandcompetencies,-ConductingabenchmarkingstudybasedonsimilarlysizedHRorganizations,-*DevelopingalistofHRproductsandservicescurrentlyoffered,anddeterminingwithHRleadersthepotentialfuturelocationofHRproductsandservices（CorporateCenter,BusinessUnit,SharedServices）-ConductingagapanalysisbetweenthecurrentHRprocesses,organizationandtechnologyandthefuturemodelofHumanResources,-DevelopingacompetencymodelfortheHumanResourcesgroupthatreflectsthefuturestate,and-Developingatransitionplantoimplementthefuturestatedesignwithinaspecifiedtimeframe.,ArthurAndersenwasaskedtoworkwithNCEsHumanResourcesgroupwithaprojecttoassessHRscurrentstateandtodevelopatransitionplanformovingforward.Ourprimaryobjectivesincluded:

*Addedtoouroriginalscope,1/30/2024,4,TheHumanResourcefunctionsincludedinAssessmentprojectincluded:

CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServices,ProjectScope,ProjectAssumptions,-TheHRgroupneedstodeliverproductsandservicesthatmeetcustomersneedsincost,qualityandtime.*ThenewNCEbusinessunitstructurewillonlyincreasethisemphasis-ThemigrationofHRintothenewCorporateCenter,BusinessUnit,SharedServicestructureisevolutionary.*ButHRcantwaituntilthedustsettlesandthepictureisclear.Thepicturewillcontinuetochange.*InitiallyallHRfunctionswillbeintheSharedServicesgroup.Beginningverysoon,someHRpersonnel（andassociatedHRresponsibility,productsandservices）willbededicatedtotheBusinessUnits.-Concentrateonwhatisntworkingwell,andfocusonhowtomoveforwardinapositiveway.*Someofourobservationsare“fact-based”,some“experienced-based”*ThegoalistolookforopportunitiestochangeinorderforHRtobetterservecustomers,thendeterminehowtosystematicallyimproveperformance-Learnfromthepast,moveforward*Weveusedpriorwork（i.e.JTeam,KBPI,BusinessPlans,etc.）inouranalysis*Ifthingsarentworking,letssetanewcourse-Analysisisimportantbutimplementationiswhereimprovementoccurs*Identifythe“bigthings”,doenoughanalysistoconfirmtheopportunity,thenmoveforward*Ourteamfocusedonprioritizingissues/opportunitiesandrecommendationsthatcanbeimplementedwithmeasurableresults,Ourteamusedsomeimportantassumptionsascontextforourworkthroughouttheproject:

1/30/2024,6,Wedevelopedouranalysisusingaholisticmodel,lookingatthefollowingquestions:

HRStrategyDoesHRhaveanappropriatestrategygivenNCEsbusinessstrategy?

WhatisthebestapproachtoimplementHRsstructureandservicedeliveryobjectives?

PeopleHowdoesNCEHRscompareasanorganizationtoothersimilarHRorganizations?

HowshouldHRbeorganizedtobestsupportthebusinessunits?

Whatskills/competenciesmodelisrequiredinordertoexecuteyourHRstrategy?

BusinessProcessHowareHRsmanagementandservicedeliveryprocessesworking?

HowmightourprocessesneedtochangeunderthenewNCEBusinessUnitstructure?

Doweunderstandourprocessesandaretheysupportcost,qualityandcycletimeimprovements?

TechnologyIsHRusingavailabletechnologyappropriately?

ArethereothertechnologiesavailablethatHRcantakeadvantageoftolowercostsand/orimprovequalityandtimelinessofservice?

ProjectAnalysis,HRCustomersNeedsAreHRscustomerssatisfied?

Ifnot,whynot?

DotheyunderstandwhatHRprovides?

HowwilltheirneedschangeunderthenewBusinessUnitstructure?

NCEStrategyHowisHRsupportingthecurrentNCEsstrategicobjectivesandguidingprinciples?

HowwillourHRstrategyimpactandbeimpactedbythenewBusinessUnitmodelatNCE?

June12,1997,7,HRsPerspective,HRCustomerPerspective,BestPractices,TeamPerspective,Recommendations,WeusedmanypointsofanalysisinordertogetanintegratedpictureofhowHRisworkingtoday,andtorecommendareasforimprovementthatwouldhelpincreasecustomersatisfaction,improveeffectivenessandefficiency,improvequality,andimprovecostperformance,HRInterviewsHRFocusgroups,CustomersurveyCustomerinterviews,QualitativeviewQuantitativebenchmarks,NCEexperienceHRspecificexperienceSupportfunction,ResourcesUsed,1/30/2024,8,Aworkingphilosophyforthefuture:

The“Business-Within-A-Business”concept,1/30/2024,9,DeterminewhattheydoanddonotneedHavechoicesforsourcingsupportproducts/services“Make”inBusinessUnitand/orPurchasefromNCESharedServiceand/orPurchaseinthemarketplaceWillbecomemoreastuteconsumers,demandingvalue（thecombinationofcost&quality）andservice（thecombinationofcostandtimelinessofdelivery）Iftheirneedsarentmet,theywillvotewiththeirpocketbook,Customers,Drive,Strategyisaboutchoices:

whatyouwillandwillnotoffertocustomersSomechoicesarereallynot“choices”i.e.regulatory,CorporatemandatedItisdifficulttoconcurrentlyworkunder3“strategicmodels”:

LowestcostNewproduct/serviceinnovatorCustomerintimateRevisedascustomerneedschangeovertime,Strategy,Dictates,Focusoncustomerneeds,translateintobestdeliverystructureOrganizationbuiltaroundskills,competency,experienceasopposedtolongevity,tenure,relationships“Process”orientationisimportantsinceorganizationstructureandthepeopleintheboxeswillchangeovertime-theyalwaysdo!

“Dynamictension”betweenSharedServicesHRandBusinessUnitHRpersonnelBusinessUnitpersonnelwill“gonative”,andinmanywaystheyshould!

Revisedascustomerneedschangeovertime,Structure,Supportsdeliveryof,Mixofcyclical,planneddeliverables（transactions,reports）andoccasionalneeds（consultation）MustbemanagedaccordinglyOnesizedoesntfitallNeedtobewelldefined,wellunderstoodbycustomersand“buyable”NotonebigchargeUnderstoodintermsofcostandprice（givenregulatorymandates）Willcomeandgo:

newneedsemerge,somewillbeoutdatedornotindemandRevisedascustomerneedschangeovertime,Products/Services,Monitoredby,Contracts（orServiceLevelAgreements）arethemarketmechanismforbuyingservicesServiceagreementsfacilitateresourceplanning-howmanypeopleandwhatskillsareneededMeasurable,accountable,meaningful,tiedtoindividualandteamrewardsCostQualityTimeHavean“owner”WhosresponsibleIfyoucantmeasureit,youcantmanageitRevisedascustomerneedschangeovertime,PerformanceMeasures,Tounderstandthecontextforourrecommendations,itisimportanttounderstandourassumptionsaboutthepotential“futurestate”ofHRatNCE.WeassumethatHRwillneedtooperateasa“BusinesswithinaBusiness”,drivenbythe“marketeconomy”thattheBusinessUnitcorporatestructureiscreating.,Thatareusedtomanagebusinessperformanceinserving,Business-Within-A-Business,1/30/2024,10,KeyIssues:

ChallengesfacingNCEHRtoday,1/30/2024,11,NCEHRBenchmarkOverview,SomekeyperformanceindicatorsourteamgatheredindicatethatNCEsHRorganizationtodaydoesnotcomparefavorablytootherHRorganizationsintermsofheadcountandcost,andhasroomforimprovementinmeetingtheneedsofcustomersinthecurrentNCEorganization.,NotPerf.,SomePerf.,MeetNeeds,Excellent,Whatisthecurrentperformance?

ImportanceinmeetingthefutureneedsofNCE?

RatioofHRemployeestototalemployees,HRexpenseasapercentofoperatingexpense,CustomerSatisfactionResults,Good,Good=NoGap,Good,1/30/2024,12,KeyNCEHRIssuesToday,SeveralNCEHRemployeesreportedsignificantamountsofreworkcausedbyreasonssuchasduplication/uncertaintyofresponsibilityandmaintainingstandalonespreadsheetstoworkoutsideofHRizon.Byeliminatingonlythereworkreported,NCEHRcouldfreeuproughly14FTEs*todevotetoothermorevalue-addedwork,（orreduceovertime）.,1/30/2024,13,InconsistentDailyManagementandPerformanceManagementLackofresponsibility,accountabilityandownershipforresultsLackofsoundperformanceexpectationsandmeasurableresults（individualanddepartmental）Lackofperformancemanagementprocesstoidentify,trackandmeasurekeyperformanceindicatorsandbusinessresultsThis“firefighting”modedoesnotallowHRtofocusonstrategicbusinessinitiativesandimprovementopportunitiestosupporttheorganizationsfuturegoalsIneffectiveHRorganizationalstructureThecurrentorganizationstructuredoesnotaffordcustomersoptimalservice.CustomersoftencontactbothFieldServicesconsultantsandCoregrouprepresentativestoresolvethesameissue/problem.Qualityofinformationprovidedmayvarybetweenthetwogroups.Activityanalysesi