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1、ForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:2019/9/18Page1NCEHRAssessmentProjectFinalPresentationDecember1998ForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:2019/9/18Page2TableofContentsProjectbackgroundandapproach…………………………………………………………………………………………………...Page3KeyIssues:ChallengesfacingNCEHRtoday…………….……………………...………………………………………..…….Page11OverarchingIssues,Benchmarks&CustomerSatisfactionLevelsNCEToday:Functionbyfunctionanalysis/Strengths&FutureOpportunities-CompensationAdmi。

2、nistration-BenefitsAdministration-Payroll/HRIC-Learning-Workforcerelations-Staffing-SafetyandIndustrialHygiene-DisabilityManagement-FieldServicesHROrganizationModelRecommendations.….…………………………………………………………………………………..……Page44RecommendedstructureforthefutureRolesandResponsibilitiesSkills,Competencies&ExperiencerequirementsHRTransitionPlanning…………………………………………………………………………………………………………………..Page60KeySuccessFactorsTransitionPlan:8QuarterTransitionPlanTimelineKeyProjectDescriptionsAppendix…………………………………………。

3、………………..……………………………………………………………………...Page72Product/ServicelocationsinthefutureCorporateCenter/BusinessUnit/SharedServicesmodelDetailedHRTransitionPlan(Excelfile)ExampleServiceLevelAgreementandServiceLevelAgreementDevelopmentApproachForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:2019/9/18Page3ProjectBackground&ApproachForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:2019/9/18Page4ProjectObjectives-Confirmingthe“futurestate”visionforNCE’sHumanResourcesorganization,-Conductingac。

4、urrentstateassessmentoftheHRprocesses,organizationandtechnology,-EvaluatingHR’scustomers’needsandperceptionsofcurrentanddesiredservicelevelsandcompetencies,-ConductingabenchmarkingstudybasedonsimilarlysizedHRorganizations,-*DevelopingalistofHRproductsandservicescurrentlyoffered,anddeterminingwithHRleadersthepotentialfuturelocationofHRproductsandservices(CorporateCenter,BusinessUnit,SharedServices)-ConductingagapanalysisbetweenthecurrentHRprocesses,organizationandtechnologyandthefuturemodelofHuma。

5、nResources,-DevelopingacompetencymodelfortheHumanResourcesgroupthatreflectsthefuturestate,and-Developingatransitionplantoimplementthefuturestatedesignwithinaspecifiedtimeframe.ArthurAndersenwasaskedtoworkwithNCE’sHumanResourcesgroupwithaprojecttoassessHR’scurrentstateandtodevelopatransitionplanformovingforward.Ourprimaryobjectivesincluded:*AddedtoouroriginalscopeForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:TheHumanResourcefunctionsincludedinAssessmentprojectincluded:•CompensationAdm。

6、inistration•BenefitsAdministration•Payroll/HRIC•Learning•WorkforceRelations•Staffing•SafetyandIndustrialHygiene•DisabilityManagement•FieldServicesProjectScopeForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:2019/9/18Page6ProjectAssumptions-TheHRgroupneedstodeliverproductsandservicesthatmeetcustomers’needsincost,qualityandtime.*ThenewNCEbusinessunitstructurewillonlyincreasethisemphasis-ThemigrationofHRintothenewCorporateCenter,BusinessUnit,SharedServicestructureisevolutionary.*ButHRcan’t。

7、waituntilthedustsettlesandthepictureisclear.Thepicturewillcontinuetochange.*InitiallyallHRfunctionswillbeintheSharedServicesgroup.Beginningverysoon,someHRpersonnel(andassociatedHRresponsibility,productsandservices)willbededicatedtotheBusinessUnits.-Concentrateonwhatisn’tworkingwell,andfocusonhowtomoveforwardinapositiveway.*Someofourobservationsare“fact-based”,some“experienced-based”*ThegoalistolookforopportunitiestochangeinorderforHRtobetterservecustomers,thendeterminehowtosystematicallyimprovep。

8、erformance-Learnfromthepast,moveforward*We’veusedpriorwork(i.e.JTeam,KBPI,BusinessPlans,etc.)inouranalysis*Ifthingsaren’tworking,let’ssetanewcourse-Analysisisimportantbutimplementationiswhereimprovementoccurs*Identifythe“bigthings”,doenoughanalysistoconfirmtheopportunity,thenmoveforward*Ourteamfocusedonprioritizingissues/opportunitiesandrecommendationsthatcanbeimplementedwithmeasurableresultsOurteamusedsomeimportantassumptionsascontextforourworkthroughouttheproject:ForDiscussionOnly-DoNotDuplica。

9、te-DoNotDistributePrintedon:June12,1997Page7Wedevelopedouranalysisusingaholisticmodel,lookingatthefollowingquestions:HRStrategyDoesHRhaveanappropriatestrategygivenNCE’sbusinessstrategy?WhatisthebestapproachtoimplementHR’sstructureandservicedeliveryobjectives?PeopleHowdoesNCEHR’scompareasanorganizationtoothersimilarHRorganizations?HowshouldHRbeorganizedtobestsupportthebusinessunits?Whatskills/competenciesmodelisrequiredinordertoexecuteyourHRstrategy?BusinessProcessHowareHR’smanagementandser。

10、vicedeliveryprocessesworking?HowmightourprocessesneedtochangeunderthenewNCEBusinessUnitstructure?Doweunderstandourprocessesandaretheysupportcost,qualityandcycletimeimprovements?TechnologyIsHRusingavailabletechnologyappropriately?ArethereothertechnologiesavailablethatHRcantakeadvantageoftolowercostsand/orimprovequalityandtimelinessofservice?ProjectAnalysisHRStrategyPeopleTechnologyBusinessProcessesNCEStrategyHRCustomersHRCustomers’NeedsAreHR’scustomerssatisfied?Ifnot,whynot?Dotheyunderstandw。