咨询管理战略组织项目麦肯锡工具评估 安达信做的某公司人力资源评估.ppt

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1、For Discussion Only-Do Not Duplicate-Do Not DistributeNCE HR Assessment Project Final Presentation December 19983/9/20231For Discussion Only-Do Not Duplicate-Do Not DistributeTable of ContentsProject background and approach .Page 3 Key Issues:Challenges facing NCE HR today.Page 11Overarching Issues,

2、Benchmarks&Customer Satisfaction LevelsNCE Today:Function by function analysis/Strengths&Future Opportunities-Compensation Administration-Benefits Administration-Payroll/HRIC-Learning-Workforce relations-Staffing-Safety and Industrial Hygiene-Disability Management-Field ServicesHR Organization Model

3、 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.Page 72Product/Service locations in t

4、he future Corporate Center/Business Unit/Shared Services modelDetailed HR Transition Plan(Excel file)Example Service Level Agreement and Service Level Agreement Development Approach3/9/20232For Discussion Only-Do Not Duplicate-Do Not DistributeProject Background&Approach3/9/20233For Discussion Only-

5、Do Not Duplicate-Do Not DistributeProject Objectives-Confirming the“future state”vision for NCEs Human Resources organization,-Conducting a current state assessment of the HR processes,organization and technology,-Evaluating HRs customers needs and perceptions of current and desired service levels a

6、nd competencies,-Conducting a benchmarking study based on similarly sized HR organizations,-*Developing a list of HR products and services currently offered,and determining with HR leaders the potential future location of HR products and services(Corporate Center,Business Unit,Shared Services)-Condu

7、cting a gap analysis between the current HR processes,organization and technology and the future model of Human Resources,-Developing a competency model for the Human Resources group that reflects the future state,and-Developing a transition plan to implement the future state design within a specifi

8、ed timeframe.Arthur Andersen was asked to work with NCEs Human Resources group with a project to assess HRs current state and to develop a transition plan for moving forward.Our primary objectives included:*Added to our original scope3/9/20234For Discussion Only-Do Not Duplicate-Do Not DistributeThe

9、 Human Resource functions included in Assessment project included:Compensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesProject ScopeFor Discussion Only-Do Not Duplicate-Do Not DistributeProjec

10、t Assumptions-The HR group needs to deliver products and services that meet customers needs in cost,quality and time.*The new NCE business unit structure will only increase this emphasis-The migration of HR into the new Corporate Center,Business Unit,Shared Service structure is evolutionary.*But HR

11、cant wait until the dust settles and the picture is clear.The picture will continue to change.*Initially all HR functions will be in the Shared Services group.Beginning very soon,some HR personnel(and associated HR responsibility,products and services)will be dedicated to the Business Units.-Concent

12、rate on what isnt working well,and focus on how to move forward in a positive way.*Some of our observations are“fact-based”,some“experienced-based”*The goal is to look for opportunities to change in order for HR to better serve customers,then determine how to systematically improve performance-Learn

13、 from the past,move forward*Weve used prior work(i.e.J Team,KBPI,Business Plans,etc.)in our analysis*If things arent working,lets set a new course-Analysis is important but implementation is where improvement occurs*Identify the“big things”,do enough analysis to confirm the opportunity,then move for

14、ward*Our team focused on prioritizing issues/opportunities and recommendations that can be implemented with measurable resultsOur team used some important assumptions as context for our work throughout the project:3/9/20236For Discussion Only-Do Not Duplicate-Do Not DistributeWe developed our analys

15、is using a holistic model,looking at the following questions:HR StrategyvDoes HR have an appropriate strategy given NCEs business 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 orga

16、nizations?vHow should HR be organized to best support the business units?vWhat skills/competencies model is required in 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

17、Unit structure?vDo we understand our processes and are they support cost,quality and cycle time improvements?TechnologyvIs 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

18、?Project AnalysisHR StrategyPeopleTechnologyBusinessProcessesNCE StrategyHR CustomersHR Customers NeedsvAre HRs customers 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 NCE

19、s strategic objectives and guiding principles?vHow will our HR strategy impact and be impacted by the new Business Unit model at NCE?June 12,19977For Discussion Only-Do Not Duplicate-Do Not DistributeHRs PerspectiveHR CustomerPerspectiveBestPracticesTeamPerspectiveRecommendationsWe used many points

20、of analysis in order to get an integrated picture of how HR is working today,and to recommend areas for improvement that would help increase customer satisfaction,improve effectiveness and efficiency,improve quality,and improve cost performanceHR InterviewsHR Focus groupsCustomer surveyCustomer inte

21、rviewsQualitative viewQuantitativebenchmarksNCE experience HR specific experienceSupport functionResources Used3/9/20238For Discussion Only-Do Not Duplicate-Do Not DistributeA working philosophy for the future:The“Business-Within-A-Business”concept3/9/20239For Discussion Only-Do Not Duplicate-Do Not

22、 DistributeDetermine what they do and do not needHave choices for sourcing 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 combina

23、tion of cost and timeliness of delivery)If their needs arent 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“

24、strategic models”:Lowest costNew product/service innovatorCustomer 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“Proc

25、ess”orientation is important since organization structure and the people in the boxes will change over time-they always do!“Dynamic tension”between Shared Services HR and Business Unit HR personnelBusiness Unit personnel will“go native”,and in many ways they should!Revised as customer needs change o

26、ver timeStructureSupports delivery ofMix of 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(

27、given regulatory mandates)Will come 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-h

28、ow many people and what skills 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 recommend

29、ations,it is important to understand our assumptions about the potential “future state”of HR at NCE.We assume that HR will need to operate as a“Business within a Business”,driven by the“market economy”that the Business Unit corporate structure is creating.That are used to manage business performance

30、 in serving Business-Within-A-Business3/9/202310For Discussion Only-Do Not Duplicate-Do Not DistributeKey Issues:Challenges facing NCE HR today3/9/202311For Discussion Only-Do Not Duplicate-Do Not DistributeNCE HR Benchmark OverviewSome key performance indicators our team gathered indicate that NCEs

31、 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.NotNot Perf Perf.SomeSome Perf Perf.Meet NeedsMeet NeedsExcellentExcellentWhat is the currentWhat i

32、s 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 GapGood3/9/202312For Discussion Only-Do Not Du

33、plicate-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*79:1Many NCE HR professionals indicate that they are

34、 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%NCE:.53%*HR expense per HR FTEs:Watson Wyatt:$70,367NCE:$98,

35、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 organizational structure to be discussed later in the presentation.*Be

36、nchmarks 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 that are excluded or contained in the benchmarks from Watson Wyatt and Sar

37、atoga.*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 significant amounts of rework caused by reasons such as duplication/uncertainty of res

38、ponsibility 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).3/9/202313For Discussion Only-Do Not Duplicate-Do Not DistributeInconsistent Daily

39、Management and Performance Management Lack of responsibility,accountability and ownership for resultsLack of sound performance expectations and measurable results(individual and departmental)Lack of performance management process to identify,track and measure key performance indicators and business

40、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 structure The current organization structure does not afford customers optimal service.Customers often cont

41、act 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 indicates significant rework(upwards of 40%in some areas)primarily stemming from this organizational issueThere is co

42、nfusion about roles,responsibilities and boundary issues between HR organizational units.There will be significant challenges in transition managementWhen HR and the entire organization move through this transition,there should be a focus on the following:Ensuring on-going serviceDeveloping service

43、level agreementsIdentifying and managing process improvements in each functional area,using prior work(i.e.MSI)Managing the people change(selection,termination,knowledge management,backfill,etc.)Managing the financial implications of the transitionIdentifying a forum to share best practices across b

44、usiness units in all HR areasIdentifying and retaining key employeesEnsuring proper and timely communication to assist with change enablementKey NCE HR Issues continued3/9/202314For Discussion Only-Do Not Duplicate-Do Not DistributeThe HR skills,competencies and experience may not match current and

45、future customer requirementsThe Field Service organization was staffed with individuals ranging from subject matter experts to support personnel.This resulted in a Field Service organization composed of consultants who may not possess the skills normally associated with an HR generalist.An adequate

46、skills/competencies model does not exist to assist with recruiting qualified applicants and determining developmental needs of current staff.A strategic direction needs to be defined as it relates to Human Resources under the new NCE Business Unit operating model,for example:Determining if benefit p

47、lans can be divided by business units Determining the impact of such a decision(pliance,legal,plan asset distribution,etc.)HRIS is not integrated for all areas of HR and current technology is not fully utilized and understoodSeveral HRizon modules were successfully implemented and are processing tra

48、nsactions,however:There are still instances where calculations are developed outside of HRizon(i.e.Excel)and uploaded into HRizon Tape transfers to vendors are not error freeHRizon data are routed through the IBM mainframe system which adds an additional technical processing step in delivering HR in

49、formation to usersHR users are/were not consistently trained in HRizon,some admittedly by choice Key NCE HR Issues continued3/9/202315For Discussion Only-Do Not Duplicate-Do Not DistributeCorporate CenterCommodityDeliveryRetailInternationalNCE HR TodayCustomers are not consistently satisfiedNCE HR h

50、as more people serving the lineemployees than comparative benchmarkcompaniesHR roles and responsibilities unclearDuplication/overlap of effort between Core,FSMultiple contact points between HR and customers-customer confusion&frustration,HR frustration Although process maps exist for HR processes,th