罗兰贝格NCEHRAssessmentProject（PPT129）英文版

ForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:9/18/2019Page1NCEHRAssessmentProjectFinalPresentationDecember1998ForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:9/18/2019Page2TableofContentsProjectbackgroundandapproach…………………………………………………………………………………………………...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)ExampleServiceLevelAgreementandServiceLevelAgreementDevelopmentApproachForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:9/18/2019Page3ProjectBackground&ApproachForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:9/18/2019Page4ProjectObjectives-Confirmingthe“futurestate”visionforNCE’sHumanResourcesorganization,-ConductingacurrentstateassessmentoftheHRprocesses,organizationandtechnology,-EvaluatingHR’scustomers’needsandperceptionsofcurrentanddesiredservicelevelsandcompetencies,-ConductingabenchmarkingstudybasedonsimilarlysizedHRorganizations,-*DevelopingalistofHRproductsandservicescurrentlyoffered,anddeterminingwithHRleadersthepotentialfuturelocationofHRproductsandservices(CorporateCenter,BusinessUnit,SharedServices)-ConductingagapanalysisbetweenthecurrentHRprocesses,organizationandtechnologyandthefuturemodelofHumanResources,-DevelopingacompetencymodelfortheHumanResourcesgroupthatreflectsthefuturestate,and-Developingatransitionplantoimplementthefuturestatedesignwithinaspecifiedtimeframe.ArthurAndersenwasaskedtoworkwithNCE’sHumanResourcesgroupwithaprojecttoassessHR’scurrentstateandtodevelopatransitionplanformovingforward.Ourprimaryobjectivesincluded:*AddedtoouroriginalscopeForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:TheHumanResourcefunctionsincludedinAssessmentprojectincluded:•CompensationAdministration•BenefitsAdministration•Payroll/HRIC•Learning•WorkforceRelations•Staffing•SafetyandIndustrialHygiene•DisabilityManagement•FieldServicesProjectScopeForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:9/18/2019Page6ProjectAssumptions-TheHRgroupneedstodeliverproductsandservicesthatmeetcustomers’needsincost,qualityandtime.*ThenewNCEbusinessunitstructurewillonlyincreasethisemphasis-ThemigrationofHRintothenewCorporateCenter,BusinessUnit,SharedServicestructureisevolutionary.*ButHRcan’twaituntilthedustsettlesandthepictureisclear.Thepicturewillcontinuetochange.*InitiallyallHRfunctionswillbeintheSharedServicesgroup.Beginningverysoon,someHRpersonnel(andassociatedHRresponsibility,productsandservices)willbededicatedtotheBusinessUnits.-Concentrateonwhatisn’tworkingwell,andfocusonhowtomoveforwardinapositiveway.*Someofourobservationsare“fact-based”,some“experienced-based”*ThegoalistolookforopportunitiestochangeinorderforHRtobetterservecustomers,thendeterminehowtosystematicallyimproveperformance-Learnfromthepast,moveforward*We’veusedpriorwork(i.e.JTeam,KBPI,BusinessPlans,etc.)inouranalysis*Ifthingsaren’tworking,let’ssetanewcourse-Analysisisimportantbutimplementationiswhereimprovementoccurs*Identifythe“bigthings”,doenoughanalysistoconfirmtheopportunity,thenmoveforward*Ourteamfocusedonprioritizingissues/opportunitiesandrecommendationsthatcanbeimplementedwithmeasurableresultsOurteamusedsomeimportantassumptionsascontextforourworkthroughouttheproject:ForDiscussionOnly-DoNotDuplicate-DoNotDistributePrintedon:June12,1997Page7Wedevelopedouranalysisusingaholisticmodel,lookingatthefollowingquestions:HRStrategyDoesHRhaveanappropriatestrategygivenNCE’sbusinessstrategy?WhatisthebestapproachtoimplementHR’sstructureandservicedeliveryobjectives?PeopleHowdoesNCEHR’scompareasanorganizationtoothersimilarHRorganizations?HowshouldHRbeorganizedtobestsupportthebusinessunits?Whatskills/competenciesmodelisrequiredinordertoexecuteyourHRstrategy?BusinessProcessHowareHR’smanagementandservicedeliveryprocessesworking?HowmightourprocessesneedtochangeunderthenewNCEBusinessUnitstructure?Doweunderstandourprocessesandaretheysupportcost,qualityandcycletimeimprovements?TechnologyIsHRusingavailabletechnologyappropriately?ArethereothertechnologiesavailablethatHRcantakeadvantageoftolowercostsand/orimprovequalityandtimelinessofservice?ProjectAnalysisHRStrategyPeopleTechnologyBusinessProcessesNCEStrategyHRCustomersHRCustomers’NeedsAreHR’scustomerssatisfied?Ifnot,whynot?Dotheyunderstandw