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1、Printed on: 2022/7/12Page 1NCE HR Assessment Project Final Presentation December 1998Printed on: 2022/7/12Page 2Table of ContentsProject background and approach . Page 3 Key Issues: Challenges facing NCE HR today . Page 11Overarching Issues, Benchmarks & Customer Satisfaction LevelsNCE Today: Functi

2、on by function analysis/Strengths & Future Opportunities- Compensation Administration-Benefits Administration- Payroll/HRIC-Learning-Workforce relations-Staffing-Safety and Industrial Hygiene-Disability Management-Field ServicesHR Organization Model Recommendations.Page 44Recommended structure for t

3、he 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 the future Corporate Center/Business Unit/Shar

4、ed Services modelDetailed HR Transition Plan (Excel file)Example Service Level Agreement and Service Level Agreement Development ApproachPrinted on: 2022/7/12Page 3Project Background & ApproachPrinted on: 2022/7/12Page 4Project Objectives- Confirming the “future state” vision for NCEs Human Resource

5、s 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 and competencies,- Conducting a benchmarking study based on similarly sized HR organizations,- * Developing a

6、 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)- Conducting a gap analysis between the current HR processes, organization and technology and the future mo

7、del 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 specified timeframe. Arthur Andersen was asked to work with NCEs Human Resources group with a project t

8、o assess HRs current state and to develop a transition plan for moving forward. Our primary objectives included:* Added to our original scopePrinted on: The Human Resource functions included in Assessment project included:Compensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforc

9、e RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesProject ScopePrinted on: 2022/7/12Page 6Project 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 incr

10、ease this emphasis - 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. B

11、eginning very 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” *

12、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 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

13、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 team focused on prioritizing issues/opportunities and recommendations that can be implemented with measurable resultsOur

14、team used some important assumptions as context for our work throughout the project:Printed on: June 12, 1997Page 7We developed our analysis using a holistic model, looking at the following questions:HR StrategyDoes HR have an appropriate strategy given NCEs business strategy?What is the best approa

15、ch to implement HRs structure and service delivery objectives? PeopleHow does NCE HRs compare as an organization to other similar HR organizations? How should HR be organized to best support the business units?What skills/competencies model is required in order to execute your HR strategy?Business P

16、rocessHow are HRs management and service delivery processes working? How might our processes need to change under the new NCE Business Unit structure? Do we understand our processes and are they support cost, quality and cycle time improvements?TechnologyIs HR using available technology appropriatel

17、y?Are 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 NeedsAre HRs customers satisfied? If not, why not?Do they understand

18、 what HR provides?How will their needs change under the new Business Unit structure? NCE StrategyHow is HR supporting the current NCEs strategic objectives and guiding principles? How will our HR strategy impact and be impacted by the new Business Unit model at NCE?Printed on: 2022/7/12Page 8HRs Per

19、spectiveHR CustomerPerspectiveBestPracticesTeamPerspectiveRecommendationsWe used many points 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, impr

20、ove quality, and improve cost performanceHR InterviewsHR Focus groupsCustomer surveyCustomer interviewsQualitative viewQuantitativebenchmarksNCE experience HR specific experienceSupport functionResources UsedPrinted on: 2022/7/12Page 9A working philosophy for the future: The “Business-Within-A-Busin

21、ess” conceptPrinted on: 2022/7/12Page 10Determine 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

22、 & quality) and service (the combination 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

23、is difficult to concurrently work under 3 “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

24、opposed to longevity, tenure, relationships“Process” orientation is important since organization structure and the people in the boxes will change over time - they always do!“Dynamic tension” between Shared Services HR and Business Unit HR personnelBusiness Unit personnel will “go native”, and in ma

25、ny ways they should!Revised as customer needs change over 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 “buy

26、able”Not one big chargeUnderstood in terms of cost and price (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 fo

27、r buying servicesService agreements facilitate resource planning - how 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 chang

28、e 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 Business”, driven by the “market economy” that the Business U

29、nit corporate structure is creating.That are used to manage business performance in serving Business-Within-A-BusinessPrinted on: 2022/7/12Page 11Key Issues: Challenges facing NCE HR todayPrinted on: 2022/7/12Page 12NCE HR Benchmark OverviewSome key performance indicators our team gathered indicate

30、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.Some Perf.Meet NeedsExcellentWhat is the currentperformance?Importance in meet

31、ing the future needs of NCE?Ratio of HR employees to total employeesHR expense as a percent of operating expenseCustomer Satisfaction ResultsGoodGood = No GapGoodPrinted on: 2022/7/12Page 13Key NCE HR Issues TodayLarger staff and higher cost in NCE HR compared to other similarly sized organizations

32、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 short staffed.Reasons for NCEs ratio are inefficient structure, processes, use of technology, rework and error correctionHR ope

33、rating 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: $98,745*The ratio of management personnel to staff is 1:6.2; however, this ratio is unevenly distributed and there is o

34、pportunity 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.* Benchmarks exclude Safety, IH, Payroll and Learning* FTE count excluding current temporary employees* NCE data

35、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 Saratoga.* This number is based only on the HR employees who responded, i.e. it is not extrapolated, and in

36、cludes 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 responsibility and maintaining standalone spreadsheets to work outside of HRizon. By eliminating onl

37、y the rework reported, NCE HR could free up roughly 14 FTEs* to devote to other more value-added work, (or reduce overtime). Printed on: 2022/7/12Page 14Inconsistent Daily Management and Performance Management Lack of responsibility, accountability and ownership for resultsLack of sound performance

38、expectations and measurable results (individual and departmental)Lack 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 t

39、o support the organizations future goalsIneffective HR organizational 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 informati

40、on 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 confusion about roles, responsibilities and boundary issues between HR organizational units.There will be significant ch

41、allenges 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 level agreementsIdentifying and managing process improvements in each functional area, using prior work (i.e. MSI) M

42、anaging the people change (selection, termination, knowledge management, 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 communicatio

43、n to assist with change enablementKey NCE HR Issues continuedPrinted on: 2022/7/12Page 15The 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 personn

44、el. This resulted 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.

45、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 plans can be divided by business units Determining the impact of such a decision (i.e. compliance, legal, plan asset distribution, etc.)HRIS

46、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 transactions, however:There are still instances where calculations are developed outside of HRizon (i.e. Excel) and uploaded into H

47、Rizon 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 information to usersHR users are/were not consistently trained in HRizon, some admittedly by choice Key NCE HR Issues continue

48、dPrinted on: 2022/7/12Page 16Corporate CenterCommodityDeliveryRetailInternationalNCE HR TodayCustomers are not consistently satisfiedNCE HR has more people serving the lineemployees than comparative benchmarkcompaniesHR roles and responsibilities unclearDuplication/overlap of effort between Core, FS

49、Multiple 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, ormanage the businessFS representat

50、ives 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)HR customers cant purchase discrete,

51、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 choose their service providers. Cust

52、omer 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: 2022/7/12Page 17Looking at HR today and tomorrow - Ideas about curr

53、ent and future state of NCE HRHR functional group analyses & recommendationsCompensation AdministrationBenefits AdministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField Services When reviewing the following information many observations may

54、 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: “Can the way were currently working survive the test of customer choice?” “Are we operating a

55、s an effective, competitive Business-within-a business today?”HR Functional Group Analysis & RecommendationsPrinted on: 2022/7/12Page 18Looking at HR today and tomorrow - Ideas about current and future state of NCE HRHR functional group analyses & recommendationsCompensation AdministrationBenefits A

56、dministrationPayroll/HRICLearningWorkforce RelationsStaffingSafety and Industrial HygieneDisability ManagementField ServicesCompensationPrinted on: 2022/7/12Page 19Compensation AnalysisCustomer satisfaction results: Largest gaps today in meeting current customer needs according to those surveyed:Com

57、municating compensation policiesEffective and fair compensation systemEmployees not compensated for competencies 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 inf

58、ormation 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 causing ha

59、ir splitting between gradesTechnology support is lacking; need automated job description, incentive plan administration automation, market pricing automation, etc.Printed on: 2022/7/12Page 20Compensation RecommendationsStrengths include:Good understanding of the company; the dimensions of the positi

60、ons and how they inter-relateAccomplished technical 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