某咨询做的某公司人力资源评估(1)18841.pptx

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1、NCE HR Assessment Project Final Presentation December 19985/12/2023 1Table of ContentsProject background and approach.Page 3 Key Issues:Challenges facing NCE HR today.Page 11Overarching Issues,Benchmarks&Customer Satisfaction LevelsNCE Today:Function by function analysis/Strengths&Future Opportuniti

2、es-Compensation Administration-Benefits Administration-Payroll/HRIC-Learning-Workforce relations-Staffing-Safety and Industrial Hygiene-Disability Management-Field ServicesHR Organization Model Recommendations.Page 44Recommended structure for the future Roles and ResponsibilitiesSkills,Competencies&

3、Experience requirements HR Transition Planning.Page 60Key Success FactorsTransition Plan:8 Quarter Transition Plan Time lineKey Project DescriptionsAppendix.Page 72Product/Service locations in the future Corporate Center/Business Unit/Shared Services modelDetailed HR Transition Plan(Excel file)Examp

4、le Service Level Agreement and Service Level Agreement Development Approach5/12/2023 2Project Background&Approach5/12/2023 3Project Objectives-Confirming the“future state”vision for NCEs Human Resources organization,-Conducting a current state assessment of the HR processes,organization and technolo

5、gy,-Evaluating 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

6、location 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 st

7、ate,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 included:*Add

8、ed to our original scope5/12/2023 4The Human Resource functions included in Assessment project included:Compensation Administration Benefits Administration Payroll/HRIC Learning Workforce Relations Staffing Safety and Industrial Hygiene Disability Management Field ServicesProject ScopeProject Assump

9、tions-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 cant wai

10、t 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.-Concentrate on

11、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 from th

12、e 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 forward*Our

13、 team focused on prioritizing issues/opportunities and recommendations that can be implemented with measurable resultsOur team used some important assumptions as context for our work throughout the project:5/12/2023 6We developed our analysis using a holistic model,looking at the following questions

14、:HR Strategyv Does HR have an appropriate strategy given NCEs business strategy?v What is the best approach to implement HRs structure and service delivery objectives?Peoplev How does NCE HRs compare as an organization to other similar HR organizations?v How should HR be organized to best support th

15、e business units?v What skills/competencies model is required in order to execute your HR strategy?Business Processv How are HRs management and service delivery processes working?v How might our processes need to change under the new NCE Business Unit structure?v Do we understand our processes and a

16、re they support cost,quality and cycle time improvements?Technologyv Is HR using available technology appropriately?v Are there other technologies available that HR can take advantage of to lower costs and/or improve quality and timeliness of service?Project AnalysisHR StrategyPeople TechnologyBusin

17、essProcessesNCE StrategyHR CustomersHR Customers Needsv Are HRs customers satisfied?If not,why not?v Do they understand what HR provides?v How will their needs change under the new Business Unit structure?NCE Strategyv How is HR supporting the current NCEs strategic objectives and guiding principles

18、?v How will our HR strategy impact and be impacted by the new Business Unit model at NCE?June 12,19977HRs PerspectiveHR CustomerPerspectiveBestPracticesTeamPerspectiveRecommendationsWe used many points of analysis in order to get an integrated picture of how HR is working today,and to recommend area

19、s for improvement that would help increase customer satisfaction,improve effectiveness and efficiency,improve quality,and improve cost performance HR Interviews HR Focus groups Customer survey Customer interviews Qualitative view Quantitativebenchmarks NCE experience HR specific experience Support f

20、unctionResources Used5/12/20238A working philosophy for the future:The“Business-Within-A-Business”concept5/12/2023 9 Determine what they do and do not need Have choices for sourcing support products/services“Make”in Business Unit and/or Purchase from NCE Shared Service and/or Purchase in the marketp

21、lace Will become more astute consumers,demanding value(the combination of cost&quality)and service(the combination of cost and timeliness of delivery)If their needs arent met,they will vote with their pocketbookCustomersDrive Strategy is about choices:what you will and will not offer to customers So

22、me choices are really not“choices”i.e.regulatory,Corporate mandated It is difficult to concurrently work under 3“strategic models”:Lowest cost New product/service innovator Customer intimate Revised as customer needs change over timeStrategyDictates Focus on customer needs,translate into best delive

23、ry structure Organization built around skills,competency,experience as opposed to longevity,tenure,relationships“Process”orientation is important since organization structure and the people in the boxes will change over time-they always do!“Dynamic tension”between Shared Services HR and Business Uni

24、t HR personnel Business Unit personnel will“go native”,and in many ways they should!Revised as customer needs change over timeStructureSupports delivery of Mix of cyclical,planned deliverables(transactions,reports)and occasional needs(consultation)Must be managed accordingly One size doesnt fit all

25、Need to be well defined,well understood by customers and“buyable”Not one big charge Understood in terms of cost and price(given regulatory mandates)Will come and go:new needs emerge,some will be outdated or not in demand Revised as customer needs change over timeProducts/ServicesMonitored by Contrac

26、ts(or Service Level Agreements)are the market mechanism for buying services Service agreements facilitate resource planning-how many people and what skills are needed Measurable,accountable,meaningful,tied to individual and team rewards Cost Quality Time Have an“owner”Whos responsible If you cant me

27、asure it,you cant manage it Revised as customer needs change over timePerformanceMeasuresTo understand the context for our recommendations,it is important to understand our assumptions about the potential“future state”of HR at NCE.We assume that HR will need to operate as a“Business within a Busines

28、s”,driven by the“market economy”that the Business Unit corporate structure is creating.That are used to manage business performance in serving Business-Within-A-Business5/12/202310Key Issues:Challenges facing NCE HR today5/12/2023 11NCE HR Benchmark OverviewSome key performance indicators our team g

29、athered 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 Needs Meet NeedsExcellent Exce

30、llentWhat is the current What is the currentperformance?performance?Importance in meeting Importance in meeting the future needs of NCE?the future needs of NCE?Ratio of HR employees to total employees HR expense as a percent of operating expenseCustomer Satisfaction ResultsGoodGood=No GapGood5/12/202312