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最新安达信做的某公司人力资源评估方案PPT课件 130页

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最新安达信做的某公司人力资源评估方案PPT课件

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'安达信做的某公司人力资源评估方案 TableofContentsProjectbackgroundandapproach…………………………………………………………………………………………………...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)ExampleServiceLevelAgreementandServiceLevelAgreementDevelopmentApproach Aworkingphilosophyforthefuture:The“Business-Within-A-Business”concept DeterminewhattheydoanddonotneedHavechoicesforsourcingsupportproducts/services“Make”inBusinessUnitand/orPurchasefromNCESharedServiceand/orPurchaseinthemarketplaceWillbecomemoreastuteconsumers,demandingvalue(thecombinationofcost&quality)andservice(thecombinationofcostandtimelinessofdelivery)Iftheirneedsaren’tmet,theywillvotewiththeirpocketbookCustomersDriveStrategyisaboutchoices:whatyouwillandwillnotoffertocustomersSomechoicesarereallynot“choices”i.e.regulatory,CorporatemandatedItisdifficulttoconcurrentlyworkunder3“strategicmodels”:LowestcostNewproduct/serviceinnovatorCustomerintimateRevisedascustomerneedschangeovertimeStrategyDictatesFocusoncustomerneeds,translateintobestdeliverystructureOrganizationbuiltaroundskills,competency,experienceasopposedtolongevity,tenure,relationships“Process”orientationisimportantsinceorganizationstructureandthepeopleintheboxeswillchangeovertime-theyalwaysdo!“Dynamictension”betweenSharedServicesHRandBusinessUnitHRpersonnelBusinessUnitpersonnelwill“gonative”,andinmanywaystheyshould!RevisedascustomerneedschangeovertimeStructureSupportsdeliveryofMixofcyclical,planneddeliverables(transactions,reports)andoccasionalneeds(consultation)MustbemanagedaccordinglyOnesizedoesn’tfitallNeedtobewelldefined,wellunderstoodbycustomersand“buyable”Not‘onebigcharge’Understoodintermsofcostandprice(givenregulatorymandates)Willcomeandgo:newneedsemerge,somewillbeoutdatedornotindemandRevisedascustomerneedschangeovertimeProducts/ServicesMonitoredbyContracts(orServiceLevelAgreements)arethemarketmechanismforbuyingservicesServiceagreementsfacilitateresourceplanning-howmanypeopleandwhatskillsareneededMeasurable,accountable,meaningful,tiedtoindividualandteamrewardsCostQualityTimeHavean“owner”Who’sresponsibleIfyoucan’tmeasureit,youcan’tmanageitRevisedascustomerneedschangeovertimePerformanceMeasuresTounderstandthecontextforourrecommendations,itisimportanttounderstandourassumptionsaboutthepotential“futurestate”ofHRatNCE.WeassumethatHRwillneedtooperateasa“BusinesswithinaBusiness”,drivenbythe“marketeconomy”thattheBusinessUnitcorporatestructureiscreating.ThatareusedtomanagebusinessperformanceinservingBusiness-Within-A-Business KeyIssues:ChallengesfacingNCEHRtoday NCEHRBenchmarkOverviewSomekeyperformanceindicatorsourteamgatheredindicatethatNCE’sHRorganizationtodaydoesnotcomparefavorablytootherHRorganizationsintermsofheadcountandcost,andhasroomforimprovementinmeetingtheneedsofcustomersinthecurrentNCEorganization..NotPerf.SomePerf.MeetNeedsExcellentWhatisthecurrentperformance?ImportanceinmeetingthefutureneedsofNCE?RatioofHRemployeestototalemployeesHRexpenseasapercentofoperatingexpenseCustomerSatisfactionResultsGoodGood=NoGapGood KeyNCEHRIssuesTodayLargerstaffandhighercostinNCEHRcomparedtoothersimilarlysizedorganizationsRatioofHRemployees/totalemployees:SaratogaInstitute*120:1-(5,000-10,000employees) 94:1-UtilityIndustry NCE**79:1ManyNCEHRprofessionalsindicatethattheyareshortstaffed.ReasonsforNCE’sratioareinefficientstructure,processes,useoftechnology,reworkanderrorcorrectionHRoperatingexpenseperemployee:WatsonWyatt:$873NCE:$2,086***HRexpenseasapercentofoperatingexpense:Saratoga:.74%NCE:.53%***HRexpenseperHRFTEs:WatsonWyatt:$70,367NCE:$98,745***Theratioofmanagementpersonneltostaffis1:6.2;however,thisratioisunevenlydistributedandthereisopportunitytoreducecostsbyexpandingthespanofcontrolinsomeareas(ex:compensation),andunderthemodifiedHRorganizationalstructuretobediscussedlaterinthepresentation.*BenchmarksexcludeSafety,IH,PayrollandLearning**FTEcountexcludingcurrenttemporaryemployees***NCEdataisbasedonHRbudgetedoperatingexpenseinthe1998businessplan.ThesenumbersmaycontainorexcludecostcomponentsthatareexcludedorcontainedinthebenchmarksfromWatsonWyattandSaratoga.****ThisnumberisbasedonlyontheHRemployeeswhoresponded,i.e.itisnotextrapolated,andincludesthe12FTEsdetailedintheHRfunctionalgroupanalyses&recommendations.SeveralNCEHRemployeesreportedsignificantamountsofreworkcausedbyreasonssuchasduplication/uncertaintyofresponsibilityandmaintainingstandalonespreadsheetstoworkoutsideofHRizon.Byeliminatingonlythereworkreported,NCEHRcouldfreeuproughly14FTEs****todevotetoothermorevalue-addedwork,(orreduceovertime). InconsistentDailyManagementandPerformanceManagementLackofresponsibility,accountabilityandownershipforresultsLackofsoundperformanceexpectationsandmeasurableresults(individualanddepartmental)Lackofperformancemanagementprocesstoidentify,trackandmeasurekeyperformanceindicatorsandbusinessresultsThis“firefighting”modedoesnotallowHRtofocusonstrategicbusinessinitiativesandimprovementopportunitiestosupporttheorganization’sfuturegoalsIneffectiveHRorganizationalstructureThecurrentorganizationstructuredoesnotaffordcustomersoptimalservice.CustomersoftencontactbothFieldServicesconsultantsandCoregrouprepresentativestoresolvethesameissue/problem.Qualityofinformationprovidedmayvarybetweenthetwogroups.Activityanalysesindicatessignificantrework(upwardsof40%insomeareas)primarilystemmingfromthisorganizationalissueThereisconfusionaboutroles,responsibilitiesandboundaryissuesbetweenHRorganizationalunits.TherewillbesignificantchallengesintransitionmanagementWhenHRandtheentireorganizationmovethroughthistransition,thereshouldbeafocusonthefollowing:Ensuringon-goingserviceDevelopingservicelevelagreementsIdentifyingandmanagingprocessimprovementsineachfunctionalarea,usingpriorwork(i.e.MSI)Managingthepeoplechange(selection,termination,knowledgemanagement,backfill,etc.)ManagingthefinancialimplicationsofthetransitionIdentifyingaforumtosharebestpracticesacrossbusinessunitsinallHRareasIdentifyingandretainingkeyemployeesEnsuringproperandtimelycommunicationtoassistwithchangeenablementKeyNCEHRIssuescontinued TheHRskills,competenciesandexperiencemaynotmatchcurrentandfuturecustomerrequirementsTheFieldServiceorganizationwasstaffedwithindividualsrangingfromsubjectmatterexpertstosupportpersonnel.ThisresultedinaFieldServiceorganizationcomposedofconsultantswhomaynotpossesstheskillsnormallyassociatedwithanHRgeneralist.Anadequateskills/competenciesmodeldoesnotexisttoassistwithrecruitingqualifiedapplicantsanddeterminingdevelopmentalneedsofcurrentstaff.AstrategicdirectionneedstobedefinedasitrelatestoHumanResourcesunderthenewNCEBusinessUnitoperatingmodel,forexample:DeterminingifbenefitplanscanbedividedbybusinessunitsDeterminingtheimpactofsuchadecision(i.e.compliance,legal,planassetdistribution,etc.)HRISisnotintegratedforallareasofHRandcurrenttechnologyisnotfullyutilizedandunderstoodSeveralHRizonmodulesweresuccessfullyimplementedandareprocessingtransactions,however:TherearestillinstanceswherecalculationsaredevelopedoutsideofHRizon(i.e.Excel)anduploadedintoHRizonTapetransferstovendorsarenoterrorfreeHRizondataareroutedthroughtheIBMmainframesystemwhichaddsanadditionaltechnicalprocessingstepindeliveringHRinformationtousersHRusersare/werenotconsistentlytrainedinHRizon,someadmittedlybychoiceKeyNCEHRIssuescontinued CorporateCenterCommodityDeliveryRetailInternationalNCEHRTodayCustomersarenotconsistentlysatisfiedNCEHRhasmorepeopleservingtheline employeesthancomparativebenchmark companiesHRrolesandresponsibilitiesunclearDuplication/overlapofeffortbetweenCore,FSMultiplecontactpointsbetweenHRand customers-customerconfusion& frustration,HRfrustrationAlthoughprocessmapsexistforHRprocesses, theyaren’tconsistentlyusedtodrive continuousimprovement,makecomparisons tootherHRgroups,measureperformance,or managethebusinessFSrepresentativestryingtofillgeneralistroles butsomelackexperience,skills,trainingLackofconsistenttangible,measurable accountabilityforresultsHRproducts/servicesarenotclearly defined,communicated,costed, priced-(Theseareemergingbut haveawaystogo)HRcustomerscan’tpurchasediscrete,unbundled HRservicesIssueswithcurrentHRservicedeliveryIfyouacceptthebusiness-within-a-businessconcept,demandsonallNCEsupportorganizations,includingHR,willintensifyinthefutureasBusinessUnitsbecomemoredemandingcustomerswithfreedomtochoosetheirserviceproviders.CustomerdemandswillintensifytheneedtoovercometheissuesfacingHRtoday.NCEHRTodayHRIssuesSummaryWhodoIcontact?Who’sworkingontheissue?Risksofpolicyinfraction?Who’saccountable?VendorHRCoreHRFieldServices LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesWhenreviewingthefollowinginformationmanyobservationsmayappeartobecriticalofcurrentpractices.Thenatureoftheseanalysisprojectsfocusesmoreonimprovementopportunitiesthanonwhatisreallyworkingwell.Theimportantquestionstokeepinmindare:“Canthewaywe’recurrentlyworkingsurvivethetestofcustomerchoice?”“Areweoperatingasaneffective,competitive‘Business-within-abusinesstoday?”HRFunctionalGroupAnalysis&Recommendations LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesCompensation CompensationAnalysisCustomersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:CommunicatingcompensationpoliciesEffectiveandfaircompensationsystemEmployeesnotcompensatedforcompetenciesthataddorganizationalvalueKeyissuesreportedbydepartmentpersonnelinclude:FilesarenotcompleteandcurrentregardingpositiondescriptionsThereisalackofcommunicationandinformationsharingbetweenHRdepartmentsThereisalackoftrainingforFieldServiceconsultantswhichresultsinFieldServiceconsultantsgivingmanagers“whattheywantinsteadofwhattheyneed”ThejobevaluationsystemisoutdatedandtherearetoomanygradeswithinsalarystructurecausinghairsplittingbetweengradesTechnologysupportislacking;needautomatedjobdescription,incentiveplanadministrationautomation,marketpricingautomation,etc. CompensationRecommendationsStrengthsinclude:Goodunderstandingofthecompany;thedimensionsofthepositionsandhowtheyinter-relateAccomplishedtechnicalabilitiesFutureImprovementOpportunities/Recommendations:EvaluatetherisksandconsequencesofallowingthebusinessunitstoowncompensationpracticesReviewcompensationgradestructure:thismayresultinasimplerstructurewithfewergradesandeaseofadministrationMakeuseofautomationtospeedupprocesses:automatejobdescriptionsandplacethemonthecompanyintranet;automateincentiveplanadministrationandmarketsurveydatabasewhichincludesreceivingmarketsurveyinformationelectronicallyandtrackingtrendsfromyeartoyearelectronicallyDevelop,communicateandenforceNCE-widepolicy/philosophiesconcerningpay,totalcompensationandbasepayvs.incentivepay(below,at,orabovemarket)acrosstheBusinessUnitsByeliminatingreworkreportedinthegroup,Compensationshouldbeabletoeliminateover1.5FTEsofnon-value-addedrework,allowingCompensationpersonneltoworkonothervalue-addedactivities LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesBenefits Customersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:KnowledgeableandtimelyresponsetobenefitquestionsAccesstosimpleandcompletebenefitinformationFunctioningaseducatorsratherthanrecord-keepersBenchmarkingresults:Customerservicerepresentativeratio*:Foster&Higgins:1:1500Intel:1:1333NCE:1:330*IncludesonlyactiveemployeesKeyissuesreportedbydepartmentpersonnelinclude:NumberandcomplexityofexistingbenefitplansLackoftrainingandeducationfordepartmentmembersonbenefitplansandprocessesProcedureswithinthedepartmentareinconsistentandnotwelldocumentedCustomersandFieldServicesconsultantsarecallingmorethanonedepartmentmemberforproblemresolutionSeveralHRizonandtechnologyissuesexistSomeplansarenotautomatedonHRizon,some“shadowsystems”existoutsideofHRizonEmployeesarenottrainedontheHRizonsystemErrorsinelectronicvendorupdates:updatefilesarecompletelyoverlaidasopposedto“changesonly”Thereisalackofaccessibleinformation(policies,SPDs,planinformation)toallowemployeeself-sufficiency(Customerself-servicecapabilitynotyetimplemented,i.ekiosk,IVRfunctionality)BenefitsexpenseperFTEemployee:WatsonWyatt:$6,970NCE:$25,532BenefitsAnalysis Strengthsinclude:Someemployeesinthegrouphavegoodtechnicalabilities/knowledgeFutureImprovementOpportunities/Recommendations:BenefitsPhilosophyandPolicydefinitionAnalyzeanddocumentthecompany’sstrategicdirectionregardingbenefits(i.e.whichplansmaybesubjecttobusinessunitdiscretionvs.NCEcorporatelymandated)Analyzeanddocumentriskandbusinessimplicationsforsuchdecisions(i.e.cost,legal,non-discriminationtesting,etc.)EstablishphilosophyandpolicyguidelinesandmonitorasagroupofHRleadersConductcomplete,detailedBenefitapproachreviewonceBusinessUnitandCorporateHRPhilosophiesandPolicieshavebeendefined,including:Costanalysis(todeterminewhycost/FTEof$25,532greatlyexceedsbenchmarkcostof$6,970)Vendor/planconsolidationOutsourcingofcertainBenefitactivitiesbasedonNCEHRphilosophyandBusinessUnitneedsDevelopacallcenter(usersupportline)toaddressbenefitinquiriesduring(andbeyond)thisHRtransitionCallcenterusersupportmodelappliestootherHRfunctionalareasbeyondBenefitsImplementBenefitinformationsystems(HRizonand/orothertechnologies)toprovideNCEuserswithon-linedirectcapabilityforbenefitenrollment,changes,andbeneficiarydesignationsConductHRizontrainingforBenefitspersonnelandotherappropriatestaffByeliminatingreworkreportedinthegroup,Benefitsshouldbeabletoeliminateover2.5FTEsofnon-value-addedrework,allowingBenefitspersonneltoworkonothervalue-addedactivitiesBenefitsRecommendations LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesPayroll/HRIC Customersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:SimpleandefficientreportingprocessBenchmarkingresults:TotalAnnualPayrollCostperEmployeeMedian$163.23NCE:$183.74(3rdquartile)TotalPayrollCostperPaycheckMedian:$4.44NCE:$7.22(4thquartile)-(Perhapsduetohighsystemcosts)PayrollSystemsCostperPaycheckMedian:$0.34NCE:$4.28(beyond4thquartile)DirectDeposit%Median:48%NCE:82.5%(1stquartile)Keyissuesreportedbydepartmentpersonnelinclude:ThereisaneedforgreaterclarityinrolesandresponsibilitiesbetweenSharedServices,FieldServices,HRIC,andIBMHRneedstoworkmoreasateam;thereistoomuchreworkIncreaseutilizationofintranettoprovideHRdatasuchasorganizationchart,headcountandturnoverinformationThereisaneedformoretrainingandcrosstrainingIncorrect/incompleteformsreceivedfromemployeesPayroll/HRICAnalysis Keyissuesreportedbydepartmentpersonnelinclude(Continued):HRizonproblemsandtechnologyissuesSystemcrashesNoon-lineaccountnumbervalidationLearningcurve/trainingTimekeepererrorsintoTEDWronginformationenteredInputerrorStrengthsinclude:CustomerresponsiveWelltrainedandwellorganizedstaffFutureImprovementOpportunities/Recommendations:RolesandresponsibilitiesneedtobeclearlydefinedbetweenNCEHRandIBMHRsupportIdentifyandprioritizetheorganization’stechnologyneedsanddevelopcost/benefitanalysesPayrolllargestcostisitssystemsbuttheycouldbeusedmoreefficientlyfunctionalityenhancementsmayimprovecosteffectiveness.Also,thetimekeeperssubstantiallyincreasethepayrollFTEsandassociatedcost.Considereliminatingthetimekeepersandimplementingasystemwhicheliminatesmultipletimeentry,i.e.eachpersonwouldberesponsibleforenteringhis/herowntimeinthesystemoritwouldbecapturedviathetimeclocksautomatically(i.e.Kronos).Implementtrainingandprocessrootcauseanalysisforpayrolldataentrypersonneltodecreasethenumberoferrorsintheemployeedatabaseandreducerework.Considerreimbursingemployeesthroughpayrollinsteadofissuingthemaseparateaccountspayablecheck.Byeliminatingreworkreportedinthegroup,Payroll/HRICshouldbeabletoeliminateover1.5FTEsofnon-value-addedrework,allowingPayroll/HRICpersonneltoworkonothervalue-addedactivitiesPayroll/HRICRecommendations LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesLearning LearningAnalysisCustomersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:TimelyemployeedevelopmentandcareerplanningSystematicandstandardizedtrainingprogramforemployeesPropertrainingnecessarytosupportbusinessrequirementsEffective,timely,andconsistenttrainingEmployee/managerfeedbackforfuturetrainingneedsBenchmarkingresults:Percentoftotalemployeestrained:Saratoga:67.9%NCEunabletoprovidedataKeyissuesreportedbydepartmentpersonnelinclude:ThereisconfusionbetweentherolesoftheBusinessUnits,FieldServicesandLearningSystemsFieldServicescurrently“interprets”BusinessUnits’needstoLearningSystemswhichcausesmis-informationandrework.LearningSystemsdevelopsprogramsbycustomersrequestsandthenBusinessUnitsareunabletofundandthereforeimplementLackoftechnologysupport--wouldliketodosometrainingovertheintranetandinternetCurrently,LearningSystemsdevelopstraining,buthasnocontroloverdeliverymethodsorqualityFieldServicesconsultantsmaynothavetrainingskillsReworkoftrainingcontentduelackofSMEsondevelopmentteam,thereforecoursecontentmustbereworkedTrainingcostasapercentofoperatingexpenseSaratoga:.55%NCEunabletoprovidedata Strengthsinclude:TakeoncreativeandinnovativeprojectssuchasimplementingcomputerbasedtrainingandtheNCEintranetFutureImprovementOpportunities/Recommendations:*Conductorganizationalneedsanalysis,prioritizetrainingneeds,focuslearningprogramsoncompetencygapsidentified,andcontrolqualityofdelivery*Re-evaluatecosteffectivenessandqualityoftraininginoutsourcingvs.insourcingscenariosIfevaluationispositiveforthelearninggroup,anNCEUniversityorLearningCentercouldbedevelopedincludingopportunityforselfmanagedtraining*Determinemandatory(i.e.sexualharassment,corporatecodeofethics)vs.optionaltraining,anddevelopdeliverymethodsandtimingforeachcategory*Maintainacentraldatabaseofapprovedvendorswhomeetpre-establishedvendorcriteriaStrengthensecurityovertrainingrecordstoalleviatetheproblemofemployeeschangingtheirscoresinCBTorputtinginscoresforemployeeswhowerenotinthetrainingcourseDevelopwaystoevaluateeffectivenessoftrainersandeffectiveness/impactoftraining,andimplementperformancemeasuresbeyond“numberof”metricsto“qualityof”and/or“businessimpactfromtraining”LearningRecommendations*TheserecommendationsassumetherewillbesomecentralizedtrainingcomponentundertheNCEBusinessUnitoperatingmodel LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesWorkforceRelations WorkforceRelationsAnalysisCustomersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:ClearandconsistentcommunicationtoalllevelsoftheorganizationResources/expertiseforproblemresolutionKeyissuesreportedbydepartmentpersonnelinclude:EEO:DeterminetrainingneedsandmethodsItisnotefficientanddoesnotestablishownershipforaffirmativeactiongoalsforWorkforceRelationstoprepareaffirmativeactionplans,handthemofftoFieldServicesforimplementation,andthenWorkforceRelationsreportsagainstthemLabor:TherearerisksassociatedwithFieldServiceshandlinggrievancesthroughthe2ndstep:FieldServicesmaynotbeproperlytrainedFieldServicesmaynothavetheappropriaterelationshipswiththeunion(s)FieldServiceswantstopleasetheircustomers,themanagers,andthereforemaynot“pushbackhardenough,”andthismayresultinundesiredgrievanceresultsandproceduresFieldServicesmaynotalwaysknowwhat/whentocommunicatetocorewhichminimizescore’sabilitytomonitorwhatisgoingoninthefieldTherearenotenoughresourcestoadequatelydefinerootcausesandpreventEEOcomplaints(ex:sexualharassmenttrainingnotdeliveredcompanywidesince1992) WorkforceRelationsContinuedStrengthsinclude:Goodtechnicalknowledge--welldevelopedrelationshipswiththeorganizationFutureImprovementOpportunities/Recommendations:AssigndedicatedlaboremployeestomanagelaborissuestherebyensuringconsistentapplicationofbargainingagreementtermsandcontractinterpretationFollowtheprescribedNCEmethodstoanalyzerootcausesofemployeecomplaintsanddesignpreventiveprogramsRecommendanEEOoversightfunctionwhichrecommendssolutionstomanagersbasedonemployeecomplaintsandoverseeingthemanager’simplementationoftherecommendation(s)ProvideEEOrelatedtrainingformanagementandsupervisorypersonneltoensureconsistentapplicationofpoliciesandreducetheorganization’spotentialliabilityWorkforceRelationsRecommendations LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesStaffing StaffingAnalysisCustomersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:OrientationprogramfornewandnewlypromotedemployeesDeliveringcompetentapplicantsfortherecruitingprocessBenchmarkingresults:ExternalCostperHire(Total)Saratoga:$3,711NCEunabletoprovidedataInternalCostperHire(Total)Saratoga:$4,910NCEunabletoprovidedataKeyissuesreportedbydepartmentpersonnelinclude:ThereareoverlappingrolesbetweenstaffingandFieldServicesregardinghiringprocessIncompleteinformationonautomatedsystemsresultinginclericalresearchToomuchpaperworkandtoomanypeopleinvolvedinthehiringprocess FutureImprovementOpportunities/Recommendations:Developstandardizedinterviewingtoolsandtechniquessuchasbehavioralandteam/panelinterviewmethodsandmakethesetoolsavailabletotheorganizationtoutilize(trainpeoplehowtousethem)Developaselectionprocesswhichscreensagainstpre-determinedskillsandcompetenciesEstablishresponsibilityfor“in-take”ofnewemployeesDevelopnewemployeeorientationprogramutilizingorganizationalfunctionalanddepartmentalknowledgeExplorenationaladvertisingcontractsforpurchasingandmarketingleverageOrganizationalDevelopment:AssessdevelopmentactivityorprocessandensuretheyarelinkedtoachievementofimprovedperformancethroughaccomplishmentofcompanygoalsStaffingRecommendations LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesSafetyandIndustrialHygiene SafetyandIHAnalysisCustomersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:DemonstrationofbettermanagementstrategiesforsafetypreventionKeyissuesreportedbydepartmentpersonnelinclude:IHshouldreporttoahigherlevelintheorganizationSafetyneedsinformationfromdisabilitymanagementwhichcurrentlyreportstoadifferentdirectorwhichcanmakeinformationretrievalcumbersomeSafetyandIHneedtogainrealenforcementauthority;theycurrentlyhaveresponsibilityforpolicysetting,proceduredevelopmentandauditingforoverallcompliance--noenforcementauthorityMoveindustrialhygienetointernalaudit,ortoacorefunction,tobettercontroloverallexposure,costandcompliance,aswellastranslatingbestpracticescompanywidePlantsafetyrepresentatives’inabilitytointerpret/knowregulationsLackofcleardefinitionofrolesandresponsibilitybetweenfieldandcoreCompanywideconfusionaboutwhoisresponsibleforwhat(safetyreceivescallsaboutclaims,accidents,vehicle,facility,security,etc.whicharetheresponsibilityofotherareas) FutureImprovementOpportunities/Recommendations:DevelopphilosophyandstrategyregardingsafetyandIndustrialHygieneprogramsdeterminingtheriskprofileandtolerancetobettercontrolexposure,costandcompliance.RedesignSafetyandIndustrialHygieneorganizationalstructurebyestablishingoversightresponsibilityinsharedservicesandcomplianceandpreventionwithinthebusinessunits.Establishrolesandresponsibilitiesforthesharedservicesandbusinessunitpositions.ExploreintegratingriskmanagementfunctionswithSafetyandIndustrialHygienesuchasfireprevention,vehicleaccidentprevention,andhealthinsurancelosscontractByeliminatingreworkreportedinthegroup,SafetyandIHshouldbeabletoeliminateover1FTEofnon-value-addedrework,allowingSafetyandIHpersonneltoworkonothervalue-addedactivitiesSafetyandIHRecommendations LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesDisabilityManagement DisabilityManagementBenchmarkingresults:CostperWorkers’CompensationClaim1997:NCE:$5,1191998:NCE:$14,659Keyissuesreportedbydepartmentpersonnelinclude:Fitnessfordutyresponsibilitieswouldbetterfitinanotherdepartment.(i.e.randomdrugtesting,coordinatepositiveresponses,etc.)VerifyingthatPTOaccrualsoncomputerarecorrectistimeconsumingFutureImprovementOpportunities/Recommendations:Placeresponsibilityforworkers’compensationtofrontlinemanagersbydrivingworkers’compensationcoststoindividualmanagers.ProvidethemwithtrendinformationandpreventiverecommendationsIntegratethisfunctionwiththesafetydepartment;thereseemstobeoverlappingresponsibilities,aswellasoverlappingneedforinformationConsiderglobalsettlementsEvaluatebenefitsofinhouseadministrationvs.outsourcingDisabilityManagementAnalysis&Recommendations LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesFieldServices Keyissuesreportedbydepartmentpersonnelinclude:CommunicationwithinHRislackingIncompletetrainingonhowtouseHRizonManyduplicativefunctionsbetweenCoreandFieldServicesNeedtore-definerolesandaddclarity;managementteampointsfingersatoneanotherFieldServicesonlyputsoutfires;isnotproactivePoliciesandproceduresaretooopenforinterpretationornotavailableatallNotenoughresourcesinCoretoanswerquestionsonatimelybasisContactingvariouscoreunitsforclarificationsandfollowup(Benefitsgroupismentionedfrequently)Lackofsystemsandwrittenprocedures(benefits/comp;compliancetrainingisfrequentlymentioned)LackofcommunicationbetweenunitsandlackofresponsibilitydefinitionsFollowinguponbenefitsissueswithemployeesistimeconsumingduetothelackofeasilyaccessibleinformation(i.e.summaryplandescriptions)LackofproceduremanualInformationincorrectlyenteredonHRizonLackoffollowthroughbybenefitsdepartmentLackofcommunicationwithotherHRgroupsphonesnotanswered,lotsofvoicemailFieldServicesAnalysis FutureImprovementOpportunities/Recommendations:AssignspecificHRrepresentatives(leadandotherteammembers)tospecificcustomers(seediscussionontheproposedrevisionofthecurrentHRorganizationalmodel):EnsurethatHRconsultantsunderstand,orarenotawareof,businessunitstrategytherebycreatingabusinesspartneringrelationshipwiththeircustomersDetermineconsultants’neededskillsets(andcurrentgaps)andselect/deselectaccordinglyDefinespecificrolesandresponsibilitiesforFSandCoreduringthetransitiontothenewHRmodel(iftherevisedHRmodelisadopted)andRe-formFS/CorebackintofunctionalgroupsalignedaroundBusinessUnitcustomers’HRneeds,andorganizedanddeliveredthroughanHRSharedServicesAccountRepresentativeforeachBusinessUnitPrioritizeFieldServicesconsultants’customerrequestsandmanagetheirworkthroughmorespecificperformanceexpectationsandmeasures(throughServiceLevelAgreements)Byeliminatingreworkreportedinthegroup,FieldServicesshouldbeabletoeliminateover5.5FTEsofnon-value-addedrework,allowingFieldServicespersonneltoworkonothervalue-addedactivities.Therearemanyareas(i.e.BenefitsAdministrationandoveralltransitionprojects)thatcoulduseextrahelpduringtheHRtransition.Itshouldbepossibletoredirectworkeffortsasprojectresourcesareneeded.FieldServicesRecommendations LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHROrganizationalrecommendationsRecommendedstructureforthefutureRolesandresponsibilitiesSkills,competenciesandexperienceToovercometheissuesreviewedintheprevioussectionsandtobegintoorganizeHRaroundthechangingNCEBusinessUnitstructure,werecommendthatHRconsidermodifyingit’scurrentorganizationmodelaroundcustomerneeds,supportedbymorespecificroles,responsibilities,skills,competenciesandexperience.Ifimplementedsuccessfully,NCE’sHRgroupwillbeabletomovethroughthetransitiontotheBusinessUnitstructureandbeabletobetter‘”defend”itselfinthefaceofincreasedinternalcustomerchoice.ThefollowingstructuralchangesandtheTransitionPlanthatfollowsshouldallowHRtomovetowardthe“Business-Within-A-Business”modeloverthenext12-24months.HROrganizationModelRecommendations CorporateCenterHRCommodityHRDeliveryHRRetailHRInternationalCommodityHRAccountRep.Customerneedsidentifiedandmanagedthrough singlepointofcontact-An‘accountmanager’Customerneeds,competitivebenchmarkingand ServiceAgreementsfacilitatestaffingto tooptimallevelsinBusinessUnitHRand SharedServicesHR,comparedtomarketHRrolesandresponsibilitiesclarified,responsibility andaccountabilitydefinedandmeasuredProcess‘ownership’andperformanceexpectations aredefinedandmeasuredDuplication/overlapofeffortbetweenCore,FS andmultiplecontactpointissuesgoaway, customerserviceorientationdoesnotOrganizationstructuredaroundskills,competency andexperienceMultipleopportunitiesexistinbothBusinessUnitHR ANDinSharedServiceHRpositionsPerformancestandardsclearlyidentifiedthrough ServiceAgreementsHRproducts/servicesclearlydefined,costed, understood-Ifthereisnotbuyer,thereisno needforproduct/serviceHRcustomersandHRhaveawellestablished buyingmechanism:ServiceAgreementsOvercomingIssueswithcurrentHRservicedeliveryManyoftheissueslistedpreviouslystemfromtheimplementationoftheCore/FieldServicemodel.WerecommendthatNCEHRmovetoavariationofyourcurrentoperatingstructuretoovercometheseissues,andtoorganizearoundyouruniquebusinessunitcustomers:NCEHRTomorrowDeliveryHRAccountRep.RetailHRAccountRep.Staffing&LearningPayroll&HRICCompensation&BenefitsWorkforceRelationsNCEHRSharedServiceLeaderHROrganizationModelRecommendations CorporateCenterHRCommodityHRDeliveryHRRetailHRInternationalCommodityHRAccountRep.NCE“portfolio”HRstrategydirectionSettingcorporateHRphilosophySettingcorporateHRpolicySettingdecisionparametersforBusinessUnitHR leaders(Ultimate“referee”)Managingconsistencyofcorporatephilosophy andpolicyimplementationMeetingneedsofCorporateCentercustomers, usingSharedServicesandexternalresourcesAnalyzing&reportingNCE“portfolio”HRresources- HR“portfoliolevel”performancecomparedto otherHRorganizationApproving&GuidingSharedServices HRresources-SharedServicesBusiness PlanandBudgetResponsibleforHRTransitionPlan implementationresultsQualityAssuranceforBusinessUnitHRplansManaging“portfolio”levelHRriskCorporateCenterHRRoles& Responsibilitiesinclude...RolesandResponsibilities:CorporateCenterHRNCEHRTomorrowDeliveryHRAccountRep.RetailHRAccountRep.Staffing&LearningPayroll&HRICCompensation&BenefitsWorkforceRelationsNCEHRSharedServiceLeaderTheassumptionisthattheVPofHRwillmovetotheCorporateCenter,alongwithalimitednumberofotherHRpersonnelwhoprovide“portfolio”levelHRservicestothebusinessunits.CorporateCenterHR CorporateCenterHRCommodityHRDeliveryHRRetailHRInternationalCommodityHRAccountRep.IntegratingNCE“portfolio”HRstrategyCoordinatingcorporateHRphilosophiesCoordinatingcorporateHRpoliciesReviewingandanalyzingdecisionparameters forBusinessUnitHRleadersAnalyzing&reportingNCE“portfolio”HRresources- HR“portfoliolevel”performancecomparedto otherHRorganizationCoordinatingandreportingSharedServices HRresources-SharedServicesBusiness PlanandBudgetCoordinatingHRTransitionPlanimplementationManaging“portfolio”levelHRriskCoordinatinginformationsystemsplanningand implementationtooptimizeNCE‘portfolio’level needs/costsGuidingdecisionsontimingofBusinessUnitHR purchasedecisions:recommendingif/when itisappropriatetoturnoverresponsibilityfor HRproducts/servicestothebusinessunitsIssueanalysisandresolutionRoles&Responsibilitiesinclude...RolesandResponsibilities:NCEHRLeadershipTeamNCEHRTomorrowDeliveryHRAccountRep.RetailHRAccountRep.Staffing&LearningPayroll&HRICCompensation&BenefitsWorkforceRelationsNCEHRSharedServiceLeaderTheremustbecoordinationamongtheCorporateCenter,BusinessUnit,andSharedServiceHRleadersactinginsureconsistencyofpoliciesacrosstheportfolioofbusinesses.WerecommendaNCEimplementaformalHRLeadershipteamstructuretomanagetheintegrationofHRphilosophiesandpolicies.NCEHRLeadershipTeam CorporateCenterHRCommodityHRDeliveryHRRetailHRInternational*CommodityHRAccountRep.SettingBusinessUnitHRstrategySettingBusinessUnitHRphilosophies&policieswithincorporateparametersDevelopingandmanagingBusinessUnitHR BusinessplansManagingBusinessUnitHRpersonnel:Hiring,developing,etc..SourcinganddeliveringHRproductsand servicesneededbytheirbusinessunit leadersWorkingwithNCESharedServicesLeader andtheirSharedServicesAccount RepresentativetodevelopaServiceLevel AgreementWorkingwithoutsidevendorsifandwhen necessarytodeliverHRservicestotheir BusinessUnitWorkingwithSharedServicesAccount RepresentativetodefineneedsfromShared Services,manageongoingdeliveryexpectationsProvideperiodicandannual(structured)performance feedbackonAccountRepresentativetoShared ServicesLeaderProvideperiodicandannual(structured) performancefeedbackonSharedServices LeadertoCorporateCenterHRVPRoles&Responsibilitiesinclude...RolesandResponsibilities:BusinessUnitHRLeadersNCEHRTomorrowDeliveryHRAccountRep.RetailHRAccountRep.Staffing&LearningPayroll&HRICCompensation&BenefitsWorkforceRelationsNCEHRSharedServiceLeaderTheassumptionisthatBusinessUnitHRleaderswillberesponsibleforday-to-dayHRoperatingdecisions.TheywillhavegeneralautonomyandresponsibilitytodeliverontheHRneedsofBusinessUnitleaders.AsecondassumptionisthatduringtheBusinessUnitmigration,HRleadersneedtoreasonablybalancetheHRneedsoftheBusinessUnitwiththeNCECorporate“good”.*AssumesthereisnodedicatedHRleaderinInternationalBusinessUnitNCEHRBULeaders CompetenciesandSkillsfortheFuture:BusinessUnitsHRLeadersBusinessUnitsHRLeadersCoreCompetenciesQualityProcessOrientation-Constantlyfocusesonthecontinuousimprovementofproducts,servicesandprocesseswiththesharedservicescentertomeetcustomerdemandandservicelevels.StrategicBusinessPerspective-UnderstandstheintricaciesoftheutilityindustryspecifictotheBusinessUnit.Identifiesand addressesthecriticalneedsofthebusinessunitstoachieveorganizationalobjectivesintheareasofbenefits,compensation,staffing, training,disabilitymanagement,HRinformationtechnology,payroll,workforcerelations,etc.Developsandfollowsbusinessplan thatoutlinesproducts,services,costs,majorimprovementinitiatives,andsatisfactionlevels.Leadership-CreatesateamenvironmentwithinHRinwhichinformationflowsfreelywithinHRandtocustomers anddecision-makingisbasedonawin-winphilosophy.CustomerValueCreation-Respondstobusinessunitleadersneedsinamannerthatprovidesaddedvalueandgeneratessignificantcustomersatisfaction.Assessment,EvaluationandMeasurementSkills-DemonstratestheabilitytodeterminekeyneedsfortheBusinessUnits,diagnoseandaddressproblemsandmonitorprogressofimportantissuesandactivities.Determinesthecostsofservicesprovidedandconductscomparisonanalysistojustifyexistence.Measuresatisfactionofbusinessunitleadersandaddressesproblemareas.Compliance-Appliesanunderstandingofkeylegalprecedents,policesandprocedureswithinthelimitedscopeofthesharedservicecentertoprotecttheorganizationandindividualemployees.Visioning&Alignment-Createsandcommunicatesincoordinationwiththebusinessunitleaderavisionoftheorganizationthatinspiresandalignstheworkforce.PerformanceManagement-Activelysupportsanorganizationculturethatmaximizesindividualandteamempowermentandperformance.DevelopsperformancemeasuresandbenchmarksforHRonproductsandservicesprovidedtothecustomers.Followcontinuousimprovementmethodologytoimproveprocessesandservicedelivery.PartnershipBuilding-GeneratesinternalandexternalpartnersthatenableHRtosupplyappropriateproductsandservicestoitscustomersCrossTeamCollaboration-Ensuresintegrationandcooperationacrossorganizationalboundaries,specificallybetweentheBusinessUnitHRteamandthesharedservicesteam.Level-SpecificCompetenciesNCEHRBULeaders BusinessUnitsHRLeadersBusinessManagement-EnsuresthatHumanResourcesproductsandservicessupportoverallbusinessgoalsforacompetitiveprices andwithinsatisfactoryservicelevels.Managesday-to-dayHRdepartmentactivities.HumanCapitalMaximization-Developsmethodsforbuilding,mobilizing,andevaluatingtheBusinessUnit’shumanassets.Product/ServiceQualityandDelivery-Coordinatesproductsandservicesdeliverytoensurehighlevelsofcustomersatisfactionandimpact.BusinessProcessReengineering-RedefinesandsimplifiesHRstrategies,structureandprocesses,appliestechnologytoimproveorganizationalcompetitiveness.RelationshipOrientation-Developspositiverelationshipsbyvaluingothers’concernsandcontributions.ContinuousLearning-Proactivelyseeksperformancefeedbackandidentifiesapproachestoimproveownandthatofothers’performanceandlearning.ToleranceforStress,AmbiguityandChance-DemonstratesflexibilityinapplyingdifferentapproachestochangingworkdemandsRoleSpecificCompetenciesPersonalCompetenciesNCEHRBULeadersCompetenciesandSkillsfortheFuture:BusinessUnitsHRLeaders CorporateCenterHRCommodityHRDeliveryHRRetailHRInternational*CommodityHRAccountRep.SettingSharedServiceHRstrategySettingSharedServiceHRphilosophies&policies withincorporateparametersDevelopingandmanagingSharedServiceHR BusinessplanandbudgetManagingtheSharedServiceTransitionPlanManagingBusinessUnitHRpersonnel:Hiring,developing,etc..WorkingwithBusinessUnitHRLeadersand SharedServicesAccountRepresentativeto developServiceLevelAgreementsServicedeliveryforSharedServices:Meeting cost,quality,timelinessexpectationsofBusiness UnitandCorporateCentercustomersProvideperiodicandannual(structured) performanceevaluationsforShared ServicesAccountRepresentativesSupportingHRneedsofCorporateCenter (Transactionsandconsultative)with CorporateCenterHRVPasaprimarycustomer alongwithBusinessUnitHRleadersasprimary customersReporting(solidline)toCorporateCenterHRVPManagingSharedServicesinformationsystemsPlanning,implementingsharedsystemsthat supportCorporateCenter,BusinessUnits,and SharedServicesManagingtheSharedServicesproduct/service “lines”Roles&Responsibilitiesinclude...RolesandResponsibilities:SharedServicesHRLeaderNCEHRTomorrowDeliveryHRAccountRep.RetailHRAccountRep.Staffing&LearningPayroll&HRICCompensation&BenefitsWorkforceRelationsNCEHRSharedServiceLeaderThereneedstobeaLeaderofSharedServicesresponsibleforday-to-daymanagementofthatgroup.Assumedarethatasof1/99everyonecurrentlyinHRisinSharedServices.TheSharedServicesLeaderpositionmayormaynotgoawayeventually,dependingonhowSharedServicesevolves/devolves.ThepositioniscriticalifSharedServicesisgoingtobeoperatedasabusiness-within-a-business.*AssumesthereisnodedicatedHRleaderinInternationalBusinessUnitSharedServicesHRLeader QualityProcessOrientation-Constantlyfocusesonthecontinuousimprovementofproducts,servicesandprocesseswiththesharedservicescentertomeetcustomerdemandandservicelevels.CustomerValueCreation-CreateSharedServicestrategytorespondstocustomer’needsinamannerthatprovidesaddedvalueandgeneratessignificantcustomersatisfactionfromBusinessUnitHRleaders,BusinessUnitmanagementandemployees.Assessment,EvaluationandMeasurementSkills-Demonstratestheabilitytodeterminekeyneeds,diagnoseandaddressproblemsandmonitorprogresswithHRinitiativesandactivities.Ensuresthatthesharedservicesconceptsispracticed,measuredandevaluatedonthefollowingprinciple:supplyinglowcosttransactionalproductswithahighlevelofservice.StrategicBusinessPerspective-UnderstandstheintricaciesoftheutilityindustryspecifictotheBusinessUnit.Identifiesandaddressesthecriticalneedsofthebusinessunitstoachieveorganizationalobjectivesintheareasofbenefits,payroll,andothersharedservicefunctions.Developsandfollowssharedservicesbusinessplanthatoutlinesproducts,services,costs,majorimprovementinitiatives,andsatisfactionlevels.Compliance-Appliesanunderstandingofkeylegalprecedents,policesandprocedureswithinthelimitedscopeofthesharedservicecentertoprotecttheorganizationandindividualemployees.Leadership-Createsateamenvironmentinwhichinformationflowsfreelyanddecisionmakingisbasedonawin-winphilosophy.ChangeManagement-GeneratesinnovativeideasandapplieschangebestpracticestoensureimpactofkeyinitiativesResourceManagement-Specifiesandnegotiatesforcriticalresourceneedswithinthesharedservicesunit.CrossTeamCollaboration-Ensuresintegrationandcooperationacrossorganizationboundaries,particularlywiththeBusinessUnitHRleaders.PerformanceManagement-EnsuresthatperformanceenhancementtoolsandprocessareappliedwithintheSharedServicesUnitandappliedconsistentlythroughaservicelevelagreementdevelopedwithBusinessUnitHRleadersandSharedServiceAccountReps.CompetenciesandSkillsfortheFuture:SharedServicesHRLeaderSharedServicesHRLeaderCoreCompetenciesLevel-SpecificCompetenciesSharedServicesHRLeader PartnershipBuilding-GeneratesallianceswithinternalandexternalpartnersthatenabletheSharedServicesUnittosupplyappropriateproductsandservicestoitscustomers.ProjectandProductManagement-PlansandimplementsHRprojects,programsandproductdevelopmenteffortsHRKnowledge-PossessesappropriateHRtechnicalknowledgeequaltoaDirectorlevelgeneralist.BusinessProcessRe-Engineering-Redefinesandsimplifiesbusinessstrategies,structuresandprocesses;appliestechnologytoimproveorganizationalcompetitivenessProductandServiceDevelopmentandRefinement-CollaborateswiththeBusinessUnitHRleaderstoidentifyandproduceproductsandservicesthataretailoredtoBusinessUnit’sneeds.EnsuresthatHRproductsandservicessupportoverallbusinessgoals.SharedServicesDesign,DevelopmentandEffectiveness-Performsworkandprocessredesigntoimproveteamandorganizationaleffectiveness.ProcessFacilitation-LeadsgroupsandteamstoresolveissuesandimprovetheirrelationshipsandinteractionswithBusinessUnits’ HRteam,BusinessUnits’customersandwithinSharedServices.ResourceMobilizationandCoordination-Maximizestheimpactofsharedservicesresourcesformeetingorganizationalobjectives.RelationshipOrientation-Developspositiverelationshipsbyvaluingothers’concernsandcontributions.ContinuousLearning-Proactivelyseeksperformancefeedbackandidentifiesapproachestoimproveownandthatofothers’performanceandlearning.ToleranceforStress,AmbiguityandChance-DemonstratesflexibilityinapplyingdifferentapproachestochangingworkdemandsSharedServicesHRLeaderRoleSpecificCompetenciesPersonalCompetenciesLevel-SpecificCompetenciesContinuedSharedServicesHRLeaderCompetenciesandSkillsfortheFuture:SharedServicesHRLeader CorporateCenterHRCommodityHRDeliveryHRRetailHRInternational*CommodityHRAccountRep.UnderstandingBusinessUnitLeaders’HRneeds (thatistheirprimarycustomer)MarketingSharedServicesproducts/servicesto BusinessUnitcustomersDevelopingServiceLevelAgreementswith BusinessUnitHRLeadersExecutingagainsttheServiceLevelAgreementBuildingteamsoffunctionalpersonnelManagingSharedServiceHR functionalpersonnelindeliveryofserviceWorkingwithSharedServiceLeaderto identifypersonnelneeds(Staffingvolumes, skillsrequired,etc.)DeterminingnewBusinessUnitHRneedswith theSharedServiceHRLeaderDeterminingwithBusinessUnitHRLeaders whenneedsproductsarenotneededandshould beeliminatedfromSharedServiceFormingspecialprojectteamswithinShared ServicestomeetperiodiccustomerneedsProvidingperformancefeedbacktoShared ServicesLeaderonSharedServicefunctional grouppersonnelRoles&Responsibilitiesinclude...RolesandResponsibilities:SharedServicesAccountRepresentativesNCEHRTomorrowDeliveryHRAccountRep.RetailHRAccountRep.Staffing&LearningPayroll&HRICCompensation&BenefitsWorkforceRelationsNCEHRSharedServiceLeaderSharedServicesAccountRepresentativesfunctionasthesinglepointofcustomercontacttotheBusinessUnitHRleaders.Theymaydetermine,withtheSharedServicesLeader,tohaveteamsofpeoplefromtheSharedServicesHRfunctionalgroupsdedicatedtoservingaparticularbusinessunit.*AssumesthereisnodedicatedHRleaderinInternationalBusinessUnitCommodityAccountTeamDeliveryAccountTeamRetailAccountTeamSharedServicesAccountRepresentatives ContinuousLearning-ProactivelyseeksperformancefeedbackandidentifiesapproachestoimproveownperformanceandlearningToleranceforStress,Ambiguity,andChange-Demonstratesflexibilityinapplyingdifferentapproachestochangingwork demands.CommunicationandInfluence-Createsateamenvironmentinwhichinformationflowsfreelyanddiscussion-makingisbasesonawin-winphilosophy.CustomerValueCreation-MarketSharedServiceproductsandservices.FacilitateSharedServicestrategytorespondstocustomer’needsinamannerthatprovidesaddedvalueandgeneratessignificantcustomersatisfactionfromBusinessUnitHRleaders,BusinessUnitmanagementandemployees.Project&ProductManagement-PlanandimplementSharedServiceprojects,programsandproductdevelopmenteffortstoaddress specificBusinessUnitneeds.Planning&Organizing-SystematicallyplansacourseofactionforselfandotherstoensuretheaccomplishmentofspecificobjectivesTeamBuilding-Developsateamenvironmentinwhichmembersparticipate,cooperatewithandsupporteachother.ResourceManagement-SpecifiesandnegotiatesforcriticalresourceneedswithinthesharedservicesunitCrossTeamCollaboration-Ensuresintegrationandcooperationacrossorganizationboundaries,particularlywiththeBusinessUnitHRleadersandSharedServices.CompetenciesandSkillsfortheFuture:SharedServicesAccountRepresentativesSharedServicesAccountRep.CoreCompetenciesLevel-SpecificCompetenciesSharedServicesAccountRepresentatives TechnicalExpertise-Acquiresandappliesprofessional/technicalknowledge,skills,experience,andjudgementtoaccomplishresults,servecustomersbetterandcontributetotheorganizationsintellectualcapitalintheareasofbenefits,compensation,payroll, informationtechnology,etc.Product/ServiceDevelopmentandRefinement-CollaborateswiththeSharedServicesLeader,BusinessUnitHRLeaderand Customerstoproduceproductsandservicesthataretailoredtothecustomers’needs.ProductsandServiceQualityandDelivery-Providesproductsandservicedeliverytoensurehighlevelsofcustomerimpact andsatisfaction.RelationshipOrientation-Developspositiverelationshipsbyvaluingothers’concernsandcontributions.CompetenciesandSkillsfortheFuture:SharedServicesAccountRepresentativesSharedServicesAccountRep.RoleSpecificCompetenciesPersonalCompetenciesSharedServicesAccountRepresentatives CorporateCenterHRCommodityHRDeliveryHRRetailHRInternational*CommodityHRAccountRep.WorkingthroughtheHRAccountRepresentatives todeliverservicetotheBusinessUnitsStaffinganddevelopingHRpersonnelwithin thefunctionalgroup(andmanagingstafflevels basedoncustomerdemandovertime)Understandingcompetitiveserviceofferingsthat BusinessUnitscouldpurchaseManagingtheproductsandservicesoffered withineachfunctionalareatobecompetitive withexternallyprovidedproductsin *Cost,Quality,TimelinessWorkingwithHRAccountRepresentativesandthe HRSharedServicestomanageproductsand serviceswithineachfunctionalarea: *Developingnewproducts/services *Eliminatingproducts/servicesastheyare eitherabsorbedbyBusinessUnitsor nolongerneedtobeofferedManagingfunctionalprocessestocompetitive levels-ContinuousprocessimprovementDevelopingfunctionalbusiness(operating)plansOrganizingfunctionalpersonnelaroundBusiness UnitteamswithHRAccountRepresentativesRoles&Responsibilitiesinclude...RolesandResponsibilities:FunctionalLeadersNCEHRTomorrowDeliveryHRAccountRep.RetailHRAccountRep.Staffing&LearningPayroll&HRICCompensation&BenefitsWorkforceRelationsNCEHRSharedServiceLeaderSharedServicesFunctionalLeaders’roleandresponsibilityistoactas“productmanagers”,responsiblefortheproducts/servicesofferedbyeachfunctionalgroup:improvingunderlyingprocessestobecompetitivetostandardsrequiredbycustomers,definingandmanagingtomeasurableperformanceindicators,supportingservicedeliverytoBusinessUnitcustomersthroughAccountRepresentatives*AssumesthereisnodedicatedHRleaderinInternationalBusinessUnitSharedServicesFunctionalLeaders Project&ProductManagement-PlanandimplementSharedServiceprojects,programsandproductdevelopmentwithina specificfunctionalareatoaddressspecificBusinessUnitneeds.RelationshipOrientation-DevelopspositiverelationshipswithHRAccountRepresentativeandSharedServiceLeaderby respondingtorequestsquickly.Promoteandformone-on-onepersonalservicelevelswithHRAccountRepresentative.ToleranceforStress,Ambiguity,andChange-Demonstratesflexibilityinapplyingdifferentapproachestochangingwork demands.CommunicationandInfluence-Createsateamenvironmentinwhichinformationflowsfreelyanddiscussion-makingisbasesona win-winphilosophy.ContinuousLearning-Proactivelyseeksperformancefeedbackandidentifiesapproachestoimproveownperformanceandlearning.Compliance-Appliesanunderstandingofkeylegalprecedents,policiesanproceduresforaspecificfunctionalareatoprotecttheinterests oftheorganizationandindividualemployees.Planning&Organizing-SystematicallyplansacourseofactionforselfandotherstoensuretheaccomplishmentofspecificobjectivesTeamBuilding-Developsateamenvironmentinwhichmembersparticipate,cooperatewithandsupporteachother.ResourceManagement-SpecifiesandnegotiatesforcriticalresourceneedswithinthesharedservicesunitCrossTeamCollaboration-Ensuresintegrationandcooperationacrossorganizationboundaries,particularlywiththeBusinessUnitHRleadersandSharedServices.CompetenciesandSkillsfortheFuture:SharedServicesFunctionalLeadersSharedServicesFunctionalLeadersCoreCompetenciesLevel-SpecificCompetenciesSharedServicesFunctionalLeaders TechnicalExpertise-Acquiresandappliesprofessional/technicalknowledge,skills,experience,andjudgementtoaccomplishresults,servecustomersbetterandcontributetotheorganizationsintellectualcapitalintheareasofbenefits,compensation,payroll,informationtechnology,etc.Product/ServiceDevelopmentandRefinement-CollaborateswiththeSharedServicesLeader,BusinessUnitHRLeaderand Customerstoproduceproductsandservicesthataretailoredtothecustomers’needs.ProductsandServiceQualityandDelivery-Providesproductsandservicedeliverytoensurehighlevelsofcustomerimpact andsatisfaction.ResourceMobilization&Coordination-Maximizetheimpactoffunctionalresourcesformeetingorganizationobjectives.RelationshipOrientation-Developspositiverelationshipsbyvaluingothers’concernsandcontributions.ToleranceforStress,AmbiguityandChance-Demonstratesflexibilityinapplyingdifferentapproachestochangingworkdemands.CompetenciesandSkillsfortheFuture:SharedServicesFunctionalLeadersSharedServicesFunctionalLeadersRoleSpecificCompetenciesPersonalCompetenciesSharedServicesFunctionalLeaders HRTransitionPlanningInordertogetfromtodaytotomorrow,severalintegratedprojectsneedtobemanagedeffectivelyunderanoverallHRTransitionProgram.HRTransitionPlaning TherearethreebroadissuesNCEencountersonspecialprojectsare:1)EffectiveChangeManagement,2)Accountabilityand3)Implementation.DuringtheHRTransition,theseissuesneedtobespecificallyaddressed:CriticalSuccessFactorsCriticalSuccessFormulaforLaunchingtheTransitionPlanD+V+Qf>RcD=Dissatisfaction(compellingreason)withthecurrentstateofaffairsV=Visionforwhatwillbe,whichmustbeagreedto,drivenanddeliveredbyNCEHRleadersQf=Qualityofthe“firstmove”-Howanychangeeffortislaunched,includingsuccessfulcommunications,planningandintegration withotherrelatedcorporateinitiativesRc=ResistancetochangeCriticalSuccessFactorsforManagingtheTransitionProject/programManagement-SoundfundamentalsfollowingthewelldocumentedmanagementphilosophiesofNCEEnthusiasm-WhoevercarriestheseinitiativesforwardmustbringtheattitudeformakingsuccesshappenAccountabilityforresults-NCEHRmusttakeownershipfortangibleresultsResources-Therightresourceshavetobeinplacetoimplement.Leadership-Strong,visibleleaderswhocanseethefutureandarecommittedtobuildingit LEGEND:0=Prerequisite,1=SimultaneousHighPriority,2=FunctionalDimensionofMatrixManagement,3=ChangesBasedon1Analysis/DesignPilotorImplementationPlanningImplementationLegend1999Q1Q2Q4Q32000Q1Q2Q4Q3ChangeEnablementHRReorganization-AligningAroundBusinessUnitCustomersHRISTechnologyEnhancementsDetailedBenefitPlanReview/RevisedBenefitPlanImplementationLearningOrganizationRe-engineeringNCECallCenterModel8QuarterTransitionPlan1999Q1Q2Q4Q32000Q1Q2Q4Q3ServiceLevelAgreementDevelopmentandImplementation1ProgramManagement-overallcoordination,pullbackofFS,droplowvalueactivities,workontacticalimprovement,ensureresourcesusedeffectively11NCEHR“LeaderCommunity”Philosophy/PolicyIntegration0&13331Ongoing-shoppinglistforBUsandcosttovalueforcustomerexpectationsmanagement-EstablishRulesforfirstyear(what’sin/outbetweencoreandBUs)On-goingwaytomanagethefunctionaldimensionofthematrixOrganizationalstructure,headcountalignmentwithSLAs}The“3”areaswillchangebasedonresultsofagreementswithBU’s(“1”) Description:ConductcompletebenefitplanreviewforNCEHRtosupportBusinessUnitmigration.DetailedBenefitPlan ReviewandImplementationAnticipatedProjectBenefitsEaseofbenefitadministrationReducedcostBusinessriskprotectionDuration1stand2ndQuarter1999-costanalysis,vendorconsolidationandbenefitplandesign3rdQuarter1999-implementationandcommunication4thQuarter1999-enrollmentKeyDeliverablesAnalysisofcurrentplans,vendorsandcomplianceissuesvs.businessunitneedsDeterminationoftechnologyneedsandgapanalysisAnalysisofcurrentvs.desiredprocessflowsDeterminationofconsolidationofplansandoutsourcingopportunitiesDeterminationofrequiredskills/competenciesandgapanalysisforbenefitsrepresentativesImplementationplanKeyResources1HRManagerwithexpertiseinbenefitplansandcomplianceTeamof2-3benefitrepresentativesIncludesacooperativeeffortfromBusinessUnitFunctionalleaders/generalist1benefitexpertforlegalandcomplianceresearchProjectRationale:WhydoesNCEHRneedtodothiswork?UnderthenewBusinessUnitstructure,acomprehensivereviewandimplementationprocesswillbeneededtosupportBusinessUnitbenefitplanneeds,includingpotentialvendor/planconsolidationopportunities,totalplancostanalysis,andpotentialoutsourcingopportunitiesAssumptionsPerformedaftertheBusinessUnitshaveHRLeadersinplace,andafterthe“dust”settleswiththeBusinessUnitHRplanningprocess Description:ReengineertheLearningorganizationtodeterminethestrategy,objectiveandmethodologytodeliver“training”productsandservices.LearningOrganization ReengineeringAnticipatedProjectBenefitsCosteffectivetrainingsolutionsOrganizationcultureshifttowardtrainingasvalueaddedvs.electiveBusinesscaseprovidingcostsandbenefitsandreturnoninvestmentDuration3rdand4thQuarter1999-define,designandimplementthenewlearningorganizationKeyDeliverablesDefinedLearningphilosophy,strategy,mission,vision,productsandservicesandoutsourcingdirectionoutlinedinabusinesscaseIdentifiedtrainingdevelopmentanddeliverymodelKeyperformanceindicatorstodeterminethereturnoninvestmentfortrainingOrganizationalneedsanalysis,trainingneedsprioritized,identifiedcompetencygapsDevelopedBusinessUnittrainingprogramdefiningrequiredandelectivetrainingKeyResourcesSponsoredbySharedServices1HRAccountManager-1/2time1HRAccountRepresentative-fulltimeProjectRationale:WhydoesNCEHRneedtodothiswork?Establishesaformaltrainingdepartmentthatisresponsiblebothfiscallyandfunctionallyfortrainingfromneedsanalysisanddevelopmenttodeliveryandmeasurement.LearningwithinNCEbecomesmissioncriticaltotheorganization’sbottomlineandsuccessratherthananelectiveexerciseorcompliancenecessity.TheorganizationneedstodeterminethereturnoninvestmenttrainingprovidesAssumptionsBusinessUnitHRleaders,HRCorporateCenterandFunctionalLeaderswillco-participatetodevelopstrategy,scope,products,services,rolesandresponsibilitiesasneededbythecustomersofNCELearningisrecognizedasakeydrivertothesuccessoftheorganizationSomecomponentoftrainingandeducationis“centralized”inthefuture Description:DevelopanHRInformationSystemsplanthatwillsupportthecurrentandfuturestateofHRandtheneworganizationstructureHRISTechnology EnhancementsAnticipatedProjectBenefitsCoordinatedplanningandimplementationofanychangestothecompany’sHRsystemsthatarenowmaintainedcentrally,butinthefuturemaybe“unbundled”asBusinessUnitschoosetoperformtheirownHRinformationprocessingDuration3rdand4thQuartersof1999-assessmentanddesign1stand2ndQuarters2000-implementationandtrainingKeyDeliverablesCross-businessunitHRinformationplanDocumentfuturetechnologyplatform(s)andtransitionapproachDeterminationsufficiency,accuracy,layout,accessibilityandownershipofHR-relateddataDocumentedreportingrequirements:standardvs.adhocreportingDocumentedBusinessUnitHRtechnologyneedsthatworkinconjunctionwithHRSharedServicesDeterminationofrequiredskills/competenciesincludingdesktopcomputerskillsandgapanalysisImplementationplanforfutureHRsystemchangesTrainingofHRemployeesandcustomersonnewtechnologyKeyResources1HRprojectmanager3-4personteamwithrepresentationfromBusinessUnitHRandSharedServicesHR1ormoreIStechnicalresourcesfromNCEITand/orIBMProjectRationale:WhydoesNCEHRneedtodothiswork?Supportthepossible“unbundling”ofHRinformationsystemsasBusinessUnitsevolveEnhancecustomerselfservice(i.e.Benefitsenrollmentandmaintenance)Eliminatemanualwork,reworkand“shadowsystems”(i.e.ExcelspreadsheetskeptoutsideofHRizon)AllowSharedServicerepresentativeswithinthecallcentertobetterutilizetechnologywhilereceivingandresolvingemployeeissues/problemsAssumptionsLongtermperspectiverequiredforsuccessfulBusinessUnitmigration(i.e.anintegratedInformationSystemsPlan)Shorttermbenefitsarepossiblebyeliminating“shadowsystems”,fixingtheBenefitelectronicupdateissues,andimplementingeffectiveHRizontrainingforcurrentusers Description:DesignanddevelopmentofServiceLevelAgreementsbetweenSharedServicesandBusinessUnitcustomersServiceLevelAgreement DevelopmentandImplementationAnticipatedProjectBenefitsEstablishesawayto‘sell’tointernalcustomersProvidesplanninginputtoallowSharedServicestocontrolstaffing/skillsUnbundlesthemacro‘HRcharge’intodiscreteproducts/servicesforBUcustomers,whichallowsthemtobettermanagepurchasesDuration1stQuarterof1999-Designphase,includingcosting/pricingofproductsandservices(concurrentwithnextitem)2ndQuarter1999-DevelopmentofactualSLAandnegotiationwithBusinessUnitsKeyDeliverablesFullyloadedcostedandpricedHRproductsandservicesStandardservicelevelagreement(SLAtemplate)Standardproduct/servicelist(electronic‘brochure’)Internalcustomercharge(billingandpayment)processandsystemNegotiatedSLAsbetweenSharedServicesandinternalBUcustomersKeyResources/PotentialCostsProjectmanager(1/2timefor3-6months)Activitybasedcostingteammembers(3-4peoplefor3-4months)NCEAccountingResource(2-3peoplefor2-3months)-Billingandpaymentprocessdevelopment1HRFunctionalManager(1/2timefor3months)-Costing1HRAccountManager(Fulltime1month)-StandardSLAtemplatedevelopmentAccountManagersandSharedServiceLeader(Parttimefor3-4months)-NegotiatingandexecutingSLAswithBusinessUnitsBusinessUnitHRLeaders(Parttimefor3-4months)Billingandpaymentprocessdevelopment,standardSLAdevelopment,negotiatingSLAswithSharedServicesProjectRationale:WhydoesNCEHRneedtodothiswork?HRneedsastandardwayto“contract”betweenSharedServicesanditscustomersAccurate‘true’costsofproductsandservicesofferedbyHRSharedServicesneedtobeunderstoodPricesandanticipatedvolumesforproductsandservicesusedbyBusinessUnitsandCorporateCenterneedtobemanagedHRneedsawaytomanagewhatproductsandserviceswillandwillnotbeofferedanddeliveredbySharedServicesovertimeSupportisneededtomanagetheongoingheadcountandbudgetplanningforSharedServicesbasedoncustomerdemandofproduct/servicesAssumptionsProductandservicecostingcan(should)beginpriortodesignatingSharedServiceLeaderandAccountManagersOnceproducts/servicesarecosted/priced,AccountManagersandSharedServiceLeaderwillberesponsiblefornegotiatingSLAswitheachBusinessUnitHRLeaderHRFunctionalLeadershaveongoingresponsibilityformanagingproduct/servicecost,quality,andcycletimelevelsSharedresponsibilitybetweenAccountManagersandFunctionalManagersforservicedeliveryandcustomersatisfaction Description:ImplementHRTransitionProgramManagementOffice(PMO).ProgramManagementAnticipatedProjectBenefitsIntegratedresourcemanagementCentralprojecttrackingandreportingVisibilityintoprojectprogress,issues/resolutionDurationFromthebeginningofHRtransitionuntilHRleadersdeterminethePMOisnolongerneededThePMOfunctionwillnolongerbeneededoncethenumberandcomplexityofintegratingspecialprojectsdeclinesAtthatpointthe“PMO”responsibilitycanbetakenoverbytheHRSharedServicesLeaderreportingtotheNCEHRLeadershipTeamKeyDeliverablesProgrammanagementfunctionestablished(includingtheprogrammanager)Program/projectmanagementstandardsestablishedProgram/projectreportingprocessandinformationstandardsestablishedandimplementedProjectmanagementtrainingdevelopedandconductedforteamsworkingonHRtransitionprojectsKeyResources/PotentialCostsDedicatedProgramManagerOnededicated(initially),thendecliningtoaparttimePMOadministrator(agoodroleforsomeoneinHRatanadministrativelevel)ProjectRationale:WhydoesNCEHRneedtodothiswork?HRtransitionprojectsandresources(peopleanddollars)needtobemanagedcollectivelyNCEneedsacentralpointofcoordination,projectreporting,administration,QualityAssuranceforHRTransitionProgramKeyperformanceindicatorsrelatedtotransitionprojects(i.e.budgetsvs.actual,milestones,deliverables)needtobeconsistentlytrackedandreportedagainstAssumptionsProgramManagementOffice(PMO)isatemporaryfunctionthatwillrampuptosupporttransitionprojects,thenthePMOwillgoawayHRLeaderswillreviewtheneedforthePMOonaquarterlybasisanddeterminewhenthePMOisnolongerneededProgramManagerrolemaybefilledbyHRSharedServicesLeader KeyDeliverablesSelectionmodelforkeyHRleadersandotherrequiredpositions/personnelwithinSharedServicesDesignedsystemforperformancemeasurement(individual,team,andHRasawhole)andcontinuousimprovementBusinesscaseoutliningbenefits,costs,obstaclesandtimelinesofrecommendedchangesNewstructureandprocesseswithpositiveimpactoncost,quality,andresponsivenessAdministrativeandcommunicationsupportstructureandmaterialsRevisedpoliciesandproceduresfortheHRorganizationTrainingforstaffonnewprocesses,technology,andresponsibilitiesDefinedrolesandresponsibilities,includingskillsandcompetenciesforallHRorganizations(corporate,sharedservices,businessunitHR),positions,andpersonnelImplementedprocessopportunitiesandoutsourcingRedesignedprocessesutilizingcurrenttechnologyDescription:ManagingtheHRreorganization-OrganizationDevelopmentintothenewHRoperatingmodel.IncludesdevelopmentofaselectionprocessmodelforhiringSharedServicesLeaderandAccountRepresentatives,andproposingHRLeaderprofilestoBusinessUnitChiefAdministrativeOfficersforCommodity,Delivery,andRetail.HRReorganizationAnticipatedProjectBenefitsIntegrated,HRoperatingmodelwithclearrolesandresponsibilitiesAccountabilityandownershipforHRprocessesCost,qualitydeliverybasedoncompetitivebenchmarksDuration1stQuarter1999-recruiting2ndand3rdQuarters1999-processdesign,alignmentandperformancemeasurement4thQuarter-trainingKeyResources/PotentialCostsVPofHR(part-time)-organizationalignment,recruiting,andprojectdirectionProjectmanager(1/2timefor3-6months)1HRFunctionalManager(fulltimefor3-6months)-Processredesign,performancemeasuredesign1Change&TrainingManager-(1/2timefor3months)-communicationsandtrainingBusinessUnitHRLeadersandSharedServiceLeader(Parttimefor3-4months)-Alignment,performancemeasuredevelopment,processredesign,policyandproceduresProjectSupport-(fulltime3to6months)ProjectRationale:WhydoesNCEHRneedtodothiswork?Providessinglepointofcontact/responsibilityforfuturecustomersthroughtheHRSharedServicesAccountRepresentativesPutsinplaceanoperatingleadertomanagetheday-to-dayHRSharedServicesfunctionAllowsallHRleaderstofocusonrolesandresponsibilities,aswellasproductsandservicesassociatedwithnewNCEBusinessUnitStructureDiminishestheissuesassociatedwiththeFieldServices/CoremodelwhiledirectingresourcesandaccountabilityforHRprofessionalsAssumptionsManagementsupportforHRalignmentWorkingpartnershipbetweentheBusinessUnits,sharedservices,andCorporateHR Description:Developcross-business-unitphilosophies,policiesandriskanalysis.Establishaprocesstomonitorandmanageongoingpolicycompliance,riskanalysisandmanagement,revisionofphilosophiesandpoliciesacrossNCECorporateandBusinessUnitHRgroups.NCEHR“LeaderCommunity” Philosophy/PolicyIntegrationAnticipatedProjectBenefitsIntegrationofkeyphilosophiesandpoliciesacrossNCEportfolioKeyrisksidentifiedandmanagedCommunicationacrossHRprofessionalcommunityinNCEDuration1stand2ndQuarters1999-defineanddesignasHRleadersarehiredBecomesanongoing(quarterlyorsemi-annual)processaspartofnewNCEHR/BusinessUnitworkingmodelKeyDeliverablesHRphilosophyandpolicydirectives(i.e.Compensation,benefits,staffing,etc.)defined,writtenandcommunicated-WhitePapersHRrisksanalysis(relatedtophilosophyandpolicies)KeyperformanceindicatorsidentifiedandtrackedonanongoingbasisRiskmanagementactionsidentifiedandresponsibilityassignedHR“governanceandcompliancereview”processdesignedandimplementedKeyResources/PotentialCostsNCEHRLeaders(CorporateCenter,BusinessUnit,SharedServices)Projectsupport(i.e.Researchinganddrafting“whitepapers,communicatingresults,compliancemonitoring,followinguponvarious“todo”pointsgeneratedbytheNCEHRLeadershipteamProjectRationale:WhydoesNCEHRneedtodothiswork?EstablishesanNCEHRgovernancebodyandaprocessformanagingchangingHRphilosophies/policiesandrelatedrisksConfirmandcommunicatewhichphilosophies/policiesareopenforbusinessunitstomodifyornotAnalyze,asagroupofHRLeaders,risksassociatedwithphilosophy/policychangesastheBusinessUnitstakemoreHRresponsibilityAssumptionsCorporateCenterHRwillsponsor,BusinessUnitandSharedServiceHRleaderswillparticipateactivelyProjectestablishedandstartedbeforeallHRLeadershippositionsarefilledwithinBusinessUnitsinordertosetthestructureandidentify/begintoanticipateandmanageearlypotentialriskareas Description:DevelopcrossfunctionalHRcallcenter.Establishpolicies,proceduresandtechnologytoequipHRsharedservicesrepresentativestoprovideHRcustomerserviceinatimelyandcost-effectivemanner.CallCenterModelAnticipatedProjectBenefitsImmediatecustomerissueresolutioninalargepercentageofcallsIncreasedcustomersatisfactionFast,efficientandcosteffectiveHRserviceDuration2ndQuarter1999-definestrategyandscope3rdand4thQuarters-implementationdependentuponthetechnologyintegrationissuewithHRizonKeyDeliverablesCallCenterstrategyandscopedefinitiontoestablishthemission,vision,purpose,objectives,roleandresponsibilitiesCallcenterpolicyandprocedures,defined,writtenandcommunicatedbasedonstrategyandscopeIdentifiedkeyresourcestostaffthecallcenterImplementedtechnologyaccessibletosharedservicerepresentativestoreceivecalls,makeinquiryregardingcustomersissues,inputnecessarydataand/orchanges,tracktypeofinquiryandresolvecustomerproblemsCallcenterperformancemeasuresKeyResources/PotentialCostsNCEHRleaders(CorporateCenter,BusinessUnit,SharedServices)FinancialsupportandsponsorshipfromSharedServicesandCorporateCenterbudgetProjectRationale:WhydoesNCEHRneedtodothiswork?SupportBusinessUnitHRLeadersandHRfunctionalleadersinprovidingimmediateHRproductsandservicesProvideimmediate,easyaccess,one-on-oneHRservicestoemployeesandmanagementwithinNCEIncreasecustomersatisfactionlevelswithHRservices,especiallythroughtheBusinessUnit/HRtransitionperiodAssumptionsBusinessUnitHRleaders,HRCorporateCenterandFunctionalLeaderswillco-participatetodevelopstrategy,scope,products,services,rolesandresponsibilitiesasneedbythecustomersofNCE.CallCentertechnologycanbeintegratedwithcurrentHRizonsystemCallCenterwillbeapartoftheSharedServicesorganizationProjectstartedaftertheorganizationdeterminestheroleandresponsibilityofSharedServices Description:DevelopaChangeenablementplanthatwillsupportNCE’sBusinessUnitdevolutiontoaneworganizationalstructure,includingacommunicationplanandpersonal(potentiallyjob)counselingChangeEnablementAnticipatedProjectBenefitsContinuousintegrationofthevariouscomponentsofchangesuchaspeople,culture,processesandtechnologytosupporttheorganizationstrategythroughoutthistransitionIncreaseinemployeemoraleduetocontinuouscommunicationTheHRchangeeffortswillserveasamodelfortheentireNCEorganizationwhenconsideringcurrentandfuturechangeactivitiesBecauseoftheactivitiesidentifiedinachangeplan,theorganizationwillbebetterpositionedtoexecutefuturemergersandacquisitionsDurationStartingimmediatelyandcontinuethroughtransitionKeyDeliverablesIdentificationofmajorchangeinitiativesAnorganizationstrategytoensurethatthecompany’sinfrastructureispreparedforthechallengesofdevolvingtotheneworganizationAcommunicationstrategydesignedtocoordinatethecommunicationvehicles,timingandauthorshiprequiredtoconveytherightmessagetotheappropriatepersonnelAnimplementationstrategydesignedtofacilitatecontrolledexecutionofidentifiedchangeinitiativesKeyResources/PotentialCostsProjectmanagerexpertiseSharedServiceLeaderHRAccountRepresentativesfromSharedServicesontheteamtoprovidecross-functionalinputfromeachofthebusinessunitsProjectRationale:WhydoesNCEHRneedtodothiswork?Toserveasaroadmapformovingfromthecurrentorganizationtothenewworld,outliningindetailthestepsrequiredtogetthereSupportNCEprofessionalsduringthisorganizationaltransformationtoensurecontinuedcustomerfocusandproductivityEnsureconsistentandcontinuouscommunicationthroughouttheorganizationAssumptionsThereisseniormanagementsponsorshipinsupportofthischangeeffortInitialownershipwillresideinCoreandbetransitionedtoSharedServiceswhenSharedServiceLeaderisassignedThischangeeffortwillrequirecross-functionalparticipation AppendixProduct/ServicelocationsinthefutureCorporateCenter/BusinessUnit/Shared Serviceoperatingmodel(developedbyNCEHRleaders)DetailedHRTransitionPlan(Excelspreadsheet)ExampleServiceLevelAgreementandServiceLevelAgreementDevelopmentApproachReportAppendix LocationofHRProductsandServices: CorporateCenter,BusinessUnits,SharedServices (FromdiscussionswithHRLeaders)Product/ServiceLocationIdeasfortheFuture DevelopHRstrategyDevelopHRbusinessplanDevelop,monitor,administer,andreportonHRactivitiesandbudgetsDevelopabenefits,compensationandlaborstrategyalignedwiththeorganization’svisionDesign,administer,manageandcommunicateexecutive/boardofdirectors’compensationandbenefitsDeveloppoliciesforgovernmentalcomplianceConductcollectivebargainingwithunionsandcommunicatelaborcontractstomanagementDesignasuccessionplanprocessinsupportoftheoverallorganizationalstrategyCoordinateacquisitionprocessProductsandServicesinclude…ProductsandServices:CorporateCenterCorporateCenterHR DevelopHRbusinessplanforbusinessunitsDefineoperationalperformancemeasuresbasedonHRcriteriaandinternal/externalbestpracticesDevelop,monitor,administer,andreportonHRactivitiesandbudgetsPayroll/SystemsManagementRespondtocustomerinquiriesandrequestsconcerningpayandpayprograms/policiesCoordinatetheterminationpackageBenefitsOverseebenefitenrollmentprocessincludingcoordinatingandimplementingtheprocessEstablishsystemandmechanismstoanswerquestionsfromemployeesconcerningbenefitplansSelectandmanagebenefitvendorsCommunicatepertinentinformationtoemployeesconcerningbenefitplansTrackandreportonbenefitplansCompensationPerformjobanalysisDetermineFLSAstatus/jobtitlesSalaryofferguidelinesAdministerandmanageincentivesInitiatepaychangesStaffing/EmployeeDevelopmentDeterminepositionrequirementsfromjobdescriptionDevelopjobpostingCoordinationofoutplacementDevelopandmanageemployeeperformanceProductsandServicesinclude…ProductsandServices: BusinessUnitsBusinessUnitsHRCoordinatecareercounselingOrganizationalDevelopmentManagethechangeinitiatives/processIdentifychangestoorganizationchartTrainingIdentifyorganizational/individualtrainingneedsNewVenture/InternationalAdministrationCoordinateexpatriateassignments DevelopHRbusinessplanforbusinessunitsDefineoperationalperformancemeasuresbasedonHRcriteriaandinternal/externalbestpracticesPayroll/SystemsManagementAdministeremployeepayMaintainsystemandprocessingofemployeerecordsTrainusersintheoperationofHRizonandrelatedsystemsBenefitsDevelopandadministerbenefitplansTrackandreportonemployeebenefitsObtainandproducereportstotrackbenefitcostsforfundingandpricingpurposesAdministerretireebenefitsCompensationDevelopmentofmultiplesalaryplansandstructures(i.e.exemptandnon-exemptplans)Obtain/participateinsurveystocaptureexternalmarketanalysisandanalyzeresultsMeritbudgetAssistwithdevelopmentofincentiveplansandobtainmarketdataonincentivesEEO/GovernmentCompliance/DiversityConsultandadviseondiversityissuesDevelopandadministeraffirmativeactionplanProvidetrainingoncomplianceissuesPerforminvestigationsonemployeeclaimsLaborRelationsCommunicatelaborcontractstomanagementAdminister/interpretlaborcontractsProcessgrievancesCoordinateorganizingdrivesforthecompany/managecorporatecampaignforthecompanyProductsandServicesinclude…ProductsandServices: SharedServicesSharedServicesHRSafetyDevelopandimplementsafetyandhealthstrategyConductworksiteinspectionsConductmanagementauditsAdministernecessarysafety/IHcompliancetrainingTechnicalreviewofnew/revisedregulatorystandards(OSHA)ManagecorporatesafetyprogramsHealthServices/EmployeeAssistanceProgramDevelop/administerdisabilitymanagementplan/policyReceive/process/manageworkerscompensationclaimsDevelop/coordinatedrug/alcoholtestingpolicyAdministerprogramsinaccordancewithADAStaffing/EmployeeDevelopmentCoordinaterecruitingandselectionprocessTrainmanagersonselectionprocessDevelop/administerrelocationpolicyandpackagesDevelopperformancemanagementprogramsincludingtrainingissuesCoordinatechangemanagementprocessTrainingAdminister/manage/implementtrainingprogramsincludingcurriculumdevelopmentandvendorselectionandtrackingissuesDesign/developemployeeorientationEmployeeRelationsResolveemployeeconflictsDesignexitinterviewprocess;trackturnover TransitionPlandetailsExcelspreadsheet-detailedHRtransitionprojectplans ServiceLevelAgreementExampleServiceLevelAgreement DefiningServiceOfferingsThisdocumentprovidesguidelinesfordefiningtheindividualservicesprovidedbytheSharedServiceCenter.Thelevelofdetailachievedinservicedefinitionswillhavesignificantimplicationsforcontractingandpricingofservices. Services=ProcessOutputForthepurposesofdefiningtheservicesofyourindividualarea,thinkofaserviceastheoutputofaprocesswithinternalandexternalcustomersandsuppliers.Aprocessisaseriesofactivitiesthatconsumeresources(inputs)andproduceaserviceorproduct(output).Theactivitiesorcomponentsofprocessesoftencutacrossfunctionalordepartmentalboundaries.FunctionAFunctionBFunctionCProcess1Process2CustomersServices ProcessHierarchyPROCESSSUB-PROCESSACTIVITYTASK ProcessesSubprocessesActivitiesTasksAP/PurchasingGenerate Purchase RequisitionOrder MaterialPay VendorIdentify Required MaterialIdentify VendorComplete Purchase Requisition•Searchvendorbooks•Callandqueryto vendor•Reviewpastpurchase orders•ReviewmaterialspecsProcessHierarchy ProcessHierarchyWorksheetDefinitionworksheetforDefiningProcessesSuppliersKeyInputsKeyOutputsCustomersKnownIssues TheSharedServicesCenterProcessPictureFeedbackFeedbackFeedbackSupplier•Internal•ExternalCustomer•Internal•ExternalProcess•AddValue•PreventErrors•IdentifyErrors•CorrectErrorsPerformanceMeasurement SystemRequirementsRequirementsInputOutputProcessFocus ContractingForServices--ServiceLevelAgreementsOnceserviceshavebeendefinedattheprocess-outputlevel,contractsorservicelevelagreementsshouldbedeveloped.Someorganizationshaveoptedforcomplexanddetailedcontractswhileothershavedevelopedlessstructuredagreements.Aservicelevelagreement(SLA)canbedefinedas:anagreementbetweentwoormoreparties;itinvolvesanunderstandingofthechangingneedsandlimitationsofeachpartyandwillprobablyrequirecompromiseaquantificationofserviceleveloutput;metricsmaybedevelopedandagreeduponwhichdefinethequalityofserviceprovided. ServiceLevelAgreementContentsServiceLevelAgreementsMayInclude:(1)listinganddescriptionandservicestobeprovided(2)servicepricingandbillingprocedures(3)serviceleveltargetsoroutputperformancegoals(4)serviceusageprojections,peakperiodservice(5)problemmanagementandescalationprocedures(6)servicehours,serviceavailability(7)servicelevelreportingandmonitoring(8)duration,amendmentandterminationofSLA PerformanceMeasuresPerformancemeasurementisaquantificationofhowwellactivitieswithinaprocessortheoutputsofaprocessachieveaspecifiedgoalCatalyzechangeBenchmarkagainstothersMonitorprogressProvidedirectionFocusoncustomerContinuousImprovement SupplierInputActivity1Activity3OutputCustomerInputMeasureProcessMeasuresInternalOutputMeasureExternalOutputMeasure(Resources)(Service)Activity22LevelsofPerformanceMeasuresPROCESSReportstheactivitiesofaprocessUsedtomotivatethepeopleandcontroltheprocess1OUTPUTReportstheresultsofaprocessUsedtocontrolresourcesandmonitorresults2UseforcontinuousimprovementUseforservicelevelagreements 3CategoriesofPerformanceMeasuresPerformancemeasurescanbecategorizedasmeasuresofcost,qualityortime.Successfulperformancemeasurementsystemsseektoachieveabalanceofallthree...COSTTheprocesstimetoachieve“goodness”QUALITYThe“goodness”ofaproductorserviceTIMETheeconomicsof“goodness” HRFunctionalReviewDetailsDetailsofCurrentHRFunctionalReviews BenefitsAnalysisDepartmentDemographicsNumberofpeopleontheorganizationchart-13FTE’s-18.95Cost*:$932,537*FigurerepresentslaborplusbenefitsloadandexcludesHRmanagementReworkanderrorcorrection-7employeesstatedtheyspend38%*oftheirtime(106hours)perweekonreworkanderrorcorrection*Thiscalculationisbasedona40hourworkweekCustomerSatisfactionResults(Scale:0=notperforming,1=somewhatperforming,2=meetingneeds,3=excellent)LargestGaps“HRrepresentativesareknowledgeableandtimelywhenrespondingtobenefitquestions.”CurrentPerformance=1.5DesiredState=3.0Gap=1.5“HRallowsemployeestohaveaccesstosimpleandcompletebenefitinformation.”CurrentPerformance=1.6DesiredState=3.0Gap=1.4“HRchangestheroleofthebenefitsdepartmentfromrecord/filekeeperstoconsultantshelpingemployeesunderstandandapplyprograms.”CurrentPerformance=1.3DesiredState=2.5Gap=1.2OverallGap=1.0 BenefitsAnalysisContinuedHREmployees’PerspectiveonProblems/IssuesTherearesixtythreeplansandnumerousvendorswhichmakesitdifficulttomanagethebigpicturewithoutpropertechnologysupportandstreamliningofprocessesHRizonlimitationsSomeplansarenotautomated(i.e.Benefitsadministrationmoduleisnotcompletelyinstalled)EmployeesarenottrainedonthesystemErrorsinvendorupdates:updatefilesarecompletelyoverlaidasopposedto“changesonly”ProcedureswithinthedepartmentareinconsistentandnotdocumentedCausesofreworkCustomersandFieldServicesconsultantsarecallingmorethanonedepartmentmemberforproblemresolutionLackoftrainingfordepartmentmembersonbenefitplansandsystemsandprocessesManualbenefitsadministrationduetosomeofthebenefitplansnotresidingintheHRizonsystemSomebenefitadministrationvendorsarenotabletoreadtheeligibilitytapescausingnewlybenefitseligibleemployeesandthosewithstatuschangestonotberecognizedinvendorsystems.Thereisalackofaccessibleinformation(policies,SPDs,planinformation)toallowemployeeself-sufficiency BenefitsAnalysisContinuedBenchmarkingCustomerservicerepresentativeratio*:Foster&Higging:1:1500Intel:1:1333NCE:1:330*IncludesonlyactiveemployeesCostofbenefitplansaspercentoftotalpay:WatsonWyatt:19.6%Saratoga:27.1%NCE:45%Benefitsexpenseasapercentofoperatingexpense:WatsonWyatt:5.4%Saratoga:7.0%NCE:3.0%Benefitsexpenseasapercentofgrosssales/revenueWatsonWyatt:4.6%Saratoga:6.5%NCE:4.8%(Theseare1997numbers)BenefitsexpenseperFTEemployeeWatsonWyatt:$6,970NCE:$25,532 BenefitsAnalysisContinuedBestPracticesClearlydefinedbenefitsphilosophybasedonmarket,workforcecharacteristicsandcostconsiderationsAppropriateevaluationofinsourcingvs.outsourcingandconsolidationandmanagementofvendorsUtilizetechnology(internetandintranet)todisseminatebenefitinformation.Conductonlinebenefitenrollment,changes,beneficiarydesignations,etc.(i.e.streamlinetheworkofthebenefitsgroup)Establishacallcenterapproachforresolvingbenefits’inquiries/issuesMorefrequentcommunicationofemployeebenefitsresultinhigheremployeesatisfactionwithbenefitplans BenefitsAnalysisContinuedFutureOpportunitiesandProjectsBenefitsPhilosophyandPolicydefinitionAnalyzeanddocumentthecompany’sstrategicdirectionregardingbenefits(i.e.whichplansmaybesubjecttobusinessunitdiscretionvs.NCEcorporatelymandated)Analyzeanddocumentriskandbusinessimplicationsforsuchdecisions(e.g.cost,legal,non-discriminationtesting,etc.)EstablishphilosophyandpolicyguidelinesandmonitorasagroupofHRleadersConductcomplete,detailedBenefitapproachreviewonceBusinessUnitandCorporateHRPhilosophiesandPolicieshavebeendefined,including:CostanalysisVendor/planconsolidationOutsourcingofcertainBenefitactivitiesbasedonNCEHRphilosophyandBusinessUnitneedsDevelopacallcenter(usersupportline)toaddressbenefitinquiriesduring(andbeyond)thisHRtransitionCallcenterusersupportlineappliestootherHRfunctionalareasbeyondbenefitsImplementBenefitinformationsystems(HRizonand/orothertechnologies)toprovideNCEuserswithon-linedirectcapabilityforbenefitenrollment,changes,andbeneficiarydesignationsConductHRizontrainingforBenefitspersonnelandotherappropriatestaffByeliminatingrework,thisdepartmentcanreducestaffbyaminimumof2.65FTEs CompensationAnalysisDepartmentDemographicsNumberofpeopleontheorganizationchart-3plusdirectorFTE’s-6.53Cost*:$411,301*FigurerepresentslaborpluscompensationloadandexcludesHRmanagementReworkanderrorcorrection-4employeesstatedtheyspend45.3%*oftheirtime(72.5hours)perweekonreworkanderrorcorrection*Thiscalculationisbasedona40hourworkweekCustomerSatisfactionResults(Scale:0=notperforming,1=somewhatperforming,2=meetingneeds,3=excellent)LargestGaps“HRcommunicatescompensationpolicies(promotionguidelines,changesinpayranges,etc.”CurrentPerformance=1.5DesiredState=3.0Gap=1.5“Thecompensationsystem(levels,grades,etc.)iseffectiveandfair.”CurrentPerformance=1.7DesiredState=3.0Gap=1.3 CompensationAnalysisCustomerSatisfactionResultsContinued(Scale:0=notperforming,1=somewhatperforming,2=meetingneeds,3=excellent)“HRcompensatesemployeesforhavingandutilizingcompetenciesthataddorganizationalvaluetotheorganization.”CurrentPerformance=1.2DesiredState=2.7Gap=1.2OverallGap=1.1HREmployees’PerspectiveonProblems/IssuesCausesofreworkFilesarenotcompleteandcurrentregardingpositiondescriptionsThereisalackofcommunicationandinformationsharingbetweenHRdepartmentsThereisalackoftrainingforFieldServiceconsultantswhichresultsinFieldServiceconsultantsgivingmanagers“whattheywantinsteadofwhattheyneed”ThejobevaluationsystemisoutdatedandtherearetoomanygradeswithinsalarystructurecausinghairsplittingbetweengradesTechnologysupportislacking;needautomatedjobdescription,incentiveplanadministrationautomation,marketpricingautomation,etc. CompensationAnalysisContinuedBenchmarkingPayrollasapercentofrevenue:WatsonWyatt:24.7%Saratoga:21.9%NCEunabletoprovidedataTotalpayroll(Rickshouldhave)/$3,342,525,000(1997revenues)PayrollexpenseasapercenttooperatingexpenseWatsonWyatt:29.0%Saratoga:28.5%NCEunabletoprovidedataTotalpayroll(Rickshouldhave)/$2,713,300,000(1997operatingexpense)PayrollexpenseperFTEemployeeWatsonWyatt:35,661Saratoga:47,288NCEunabletoprovidedataTotalpayroll(Rickshouldhave)/6,290(per199710-K) CompensationAnalysisContinuedBestPracticesCompensationprogramsarebeflexibletofitbusinessrequirementsandallowmanagerstoaccommodateuniquesituations--communicatedandunderstoodTiepaytomeaningfulperformancegoalsthatimpactbusinessobjectivesanddeterminelinkagetotraininganddevelopmentDesignformal,informalandspotrecognitionprogramSpecifywhichbehaviorsarebeingrewardedandincorporateitintoperformancemanagementsystemsFutureOpportunitiesandProjectsEvaluatetheriskofallowingthebusinessunitstoownthecompensationpracticeReviewcompensationgradestructureMakeuseofautomationtospeedupprocesses:automatejobdescriptionsandplacethemonthecompanyintranet;automateincentiveplanadministration,andmarketsurveydatabasewhichincludesreceivingmarketsurveyinformationelectronicallyandtrackingtrendsfromyeartoyearMakeapolicy/philosophydeterminationonwhereNCEwantstobeconcerningpay,totalcompensationandbasepayvs.incentivepayByeliminatingrework,thisdepartmentcanreducestaffbyaminimumof1.8FTEs Learning,EmployeeDevelopment,PerformanceManagementAnalysisDepartmentDemographicsNumberofpeopleontheorganizationchart-6FTE’s-10.84Cost*:$693,055*FigurerepresentslaborpluslearningloadandexcludesHRmanagementReworkanderrorcorrection-5employeesstatedtheyspend13%*oftheirtime(26hours)perweekonreworkanderrorcorrection*Thiscalculationisbasedona40hourworkweekCustomerSatisfactionResults(Scale:0=notperforming,1=somewhatperforming,2=meetingneeds,3=excellent)LargestGaps“HRassistswithemployeedevelopmentandcareerplanningonatimelybasis.”CurrentPerformance=0.6DesiredState=2.3Gap=1.7“Thetrainingprogramforemployeesissystematicandstandardized.”CurrentPerformance=0.8DesiredState=2.3Gap=1.5 Learning,EmployeeDevelopment,PerformanceManagementAnalysisCustomerSatisfactionResults(Scale:0=notperforming,1=somewhatperforming,2=meetingneeds,3=excellent)“HRprovidesthepropertrainingnecessarytosupportbusinessrequirements.”CurrentPerformance=1.0DesiredState=2.5Gap=1.5“ThetrainingthatHRprovidesiseffective,timely,andconsistent.”CurrentPerformance=1.2DesiredState=2.4Gap=1.2“HRsolicitsemployee/managerfeedbacktodeterminetrainingneeds.”CurrentPerformance=1.2DesiredState=2.4Gap=1.2 Learning,EmployeeDevelopment,PerformanceManagementAnalysisHREmployees’PerspectiveonProblems/IssuesThereisconfusionbetweentherolesoftheBusinessUnits,FieldServicesandLearningSystemsFieldServicescurrently“interprets”BusinessUnits’needstoLearningSystemswhichcausesmis/disinformationandrework.LearningSystemsdevelopsprogramsandthenBusinessUnitsareunabletofundLackoftechnologysupport--wouldliketodosometrainingovertheintranetandinternetCurrently,LearningSystemsdevelopstraining,buthasnocontroloverdeliverymethodsorqualityandFieldServicesconsultantsmaynothavetrainingskillsCausesofreworkReworkoftrainingcontentduetonon-SMEondevelopmentteam,thereforecoursecontentmustbereworked Learning,EmployeeDevelopment,PerformanceManagementAnalysisBenchmarkingPercentoftotalemployeestrained:Saratoga:67.9%NCEunabletoprovidedataPercentofexemptemployeestrained:Saratoga:83.7%NCEunabletoprovidedataPercentofnonexemptemployeestrainedSaratoga:63.9%NCEunabletoprovidedataTrainingcostpernumberofemployeestrainedSaratoga:$853NCEunabletoprovidedataTrainingcostasapercentofoperatingexpenseSaratoga:.55%NCEunabletoprovidedataTotalFTEspertrainingFTEsSaratoga:1:724NCE:1:791 Learning,EmployeeDevelopment,PerformanceManagementAnalysisBestPracticesTraininganddevelopmentistiedintotheoverallorganization’sneedsTheneedsareprioritizedanddevelopedinacosteffectivemannerProperdeliverymethodsareidentified,qualityofdeliveryiscontrolled,andimpactoftrainingLinktrainingtoperformanceanddetermineiflearningisaresultoftrainingProvideasmuchtrainingasisfeasibletocreateemployeesatisfactionandpromoteemployability(GBP)Cascaderesponsibilitytoemployeesandhavethemsetgoalsfortheirgroupstohelpsolveproblemsforthecompany(GBP)Developatrainingdatabaseforindividualstogatherdata,conductassessmentsandexploretrainingopportunitiesEngageseniormanagementintraining;utilizeseniormanagementtochampiontrainingbydefininglearningobjectivesandparticipateincoursesasinstructorsConductaneedsassessmenttodeterminethegapbetweenbusinessobjectivesandtheskillsrequiredtoreachthoseobjectivesOutsourcesomeoralloftraining Learning,EmployeeDevelopment,PerformanceManagementAnalysisFutureOpportunitiesandProjectsConductorganizationalneedsanalysis,prioritizetrainingneeds,focuslearningprogramsoncompetencygapsidentified,andcontrolqualityofdeliveryRe-evaluatecosteffectivenessandqualityoftraininginoutsourcingvs.insourcingscenariosIfevaluationispositiveforthelearninggroup,anNCEUniversityorLearningCentershouldbedevelopedwithopportunityforselfmanagedtrainingDeterminemandatoryvs.optionaltraining(i.e.sexualharassment,corporatecodeofethics),anddevelopdeliverymethodsandtimingMaintainacentraldatabaseofapprovedvendorswhohavetomeetpre-establishedcriteriaStrengthensecurityovertrainingrecordstoalleviatetheproblemofemployeeschangingtheirscoresinCBTorputtinginscoresforemployeeswhowerenotinthetrainingcourseTheriskofqualityandconsistencyofmessageneedstobeconsideredbeforeallowingsomegroupstodeveloptheirowntrainingDevelopwaystoevaluateeffectivenessoftrainersandeffectivenessoftraining Staffing&OrganizationalDevelopmentAnalysisDepartmentDemographicsNumberofpeopleontheorganizationchart-8FTE’s-11.33Cost*:$544,646*FigurerepresentslaborplusstaffingloadandexcludesHRmanagementReworkanderrorcorrection-2employeesstatedtheyspend6.5%*oftheirtime(5.25hours)perweekonreworkanderrorcorrection*Thiscalculationisbasedona40hourworkweekCustomerSatisfactionResults(Scale:0=notperforming,1=somewhatperforming,2=meetingneeds,3=excellent)Largestgap“HRprovidesorientationfornewandnewlypromotedemployeesthatenablethemtoquicklymeetperformanceexpectations.”CurrentPerformance=0.5DesiredState=2.4Gap=1.9“HRdeliverscompetentapplicantsfortherecruitingprocess.”CurrentPerformance=1.8DesiredState=3.0Gap=1.2Overallgap=.8 Staffing&OrganizationalDevelopmentAnalysisContinuedHREmployees’PerspectiveonProblems/IssuesThereareoverlappingrolesbetweenstaffingandFieldServicesregardinghiringprocessCausesofreworkIncompleteinformationonautomatedsystemsresultinginclericalresearchToomuchmanualpaperworkandtoomanypeopleinvolvedinthehiringprocessBenchmarkingTotalSeparationRateSaratoga:13.4%NCE:4.3%VoluntarySeparationRateSaratoga:10.8%WatsonWyatt:14.1%NCE:3.9%InvoluntarySeparationRateSaratoga:5.1%WatsonWyatt:8.1%NCE:0.69%ExternalCostperHire(Total)Saratoga:$3,711NCEunabletoprovidedataExternalCostperHire(Exempt)Saratoga:$6,934NCEunabletoprovidedata Staffing&OrganizationalDevelopmentAnalysisContinuedBenchmarkingContinuedExternalCostperHire(Nonexempt)Saratoga:$1,136NCEunabletoprovidedataInternalCostperHire(Total)Saratoga:$4,910NCEunabletoprovidedataInternalCostperHire(Exempt)Saratoga:$5,832NCEunabletoprovidedataInternalCostperHire(Nonexempt)Saratoga:$1,076NCEunabletoprovidedataExternalTimetoFill(Total)Saratoga:51calendardaysNCEunabletoprovidedataExternalTimetoFill(Exempt)Saratoga:66calendardaysNCEunabletoprovidedataExternalTimetoFill(Nonexempt)Saratoga:44calendardaysNCEunabletoprovidedata Staffing&OrganizationalDevelopmentAnalysisContinuedBenchmarkingContinuedInternalTimetoFill(Total)Saratoga:37calendardaysNCEunabletoprovidedataInternalTimetoFill(Exempt)Saratoga:45calendardaysNCEunabletoprovidedataInternalTimetoFill(Nonexempt)Saratoga:35calendardaysNCEunabletoprovidedataBestPracticesLinkstaffingeffortstobusinessstrategyFuturestaffingrequirementsareanticipatedandintegratedinbusinessandsuccessionplanTrackstaffturnoverandwhatthisprocesscostsincludingthelessobviouscostssuchaslossofcustomerconfidence,lowerproductivity,disruptionofteamtasks,andtimelostorientingnewemployees(GBP)Utilizeexitinterviews Staffing&OrganizationalDevelopmentAnalysisContinuedBestPracticesContinuedLeveragetheinternetforonlinestaffingandjobpostingLeverageemployeereferralsOfferjobshadowingprogramsandworkshopsforelementaryandhighschoolstudentsDevelopinternalemployeepoolstore-deployworkerstootherareasoftheorganizationthatareinneedsFutureOpportunitiesandProjectsDevelopstandardizedinterviewingtoolsandtechniquessuchasbehavioralandteampanelinterviewmethodsDevelopaselectionprocesswhichscreensagainstpre-determinedskillsandcompetenciesEstablishresponsibilityfor“in-take”ofnewemployeesDevelopnewemployeeorientationprogramutilizingorganizationalfunctionalanddepartmentalknowledgeInstallResumixorothertechnologysupportwhichwillenablescanningofresumes,maintainapplicantbaseandeliminatetheneedformanualapplicanttrackingExplorenationaladvertisingcontractsOrganizationalDevelopment:Assesseverydevelopmentactivityorprocessandensuretheyarelinkedtoachievementofimprovedperformancethroughaccomplishmentofcompanygoals SharedServicesAnalysisDepartmentDemographicsNumberofpeopleontheorganizationchart-14FTE’s-23.38Cost*:$1,172,921*Figurerepresentslaborplussharedserviceload,excludesHRmanagementandincludespayrollandsystems/recordsmaintenanceactivities.ReworkanderrorcorrectionforSharedServices-12employeesstatedtheyspendReworkanderrorcorrectionforSharedServices-12employeesstatedtheyspend14.6%*oftheirtime(70hours)perweekonreworkanderrorcorrection*Thiscalculationisbasedona40hourworkweekCustomerSatisfactionResults(Scale:0=notperforming,1=somewhatperforming,2=meetingneeds,3=excellent)Largestgap“Timereportingisasimpleandefficientprocess.”CurrentPerformance=1.6DesiredState=3.0Gap=1.4Overallgap=.8 SharedServicesAnalysisContinuedHREmployees’PerspectiveonProblems/IssuesThereisaneedforgreaterclarityinrolesandresponsibilitiesbetweenSharedServices,FieldServices,HRIC,andIBMHRneedstoworkmoreasateam;thereistoomuchreworkThereisaneedforabetterdefinitionofthecustomerIncreaseutilizationofintranettoprovideHRdatasuchasorganizationchart,headcountandturnoverinformationThereisaneedformoretrainingandcrosstrainingCausesofreworkforallofSharedServicesIncorrect/incompleteformsHRizonproblemsandtechnologyissuesSystemcrashesNoon-lineaccountnumbervalidationLearningcurve/trainingTimekeepererrorsintoTEDWronginformationenteredInputerror SharedServicesAnalysisContinuedBenchmarkingThefollowingarefromtheArthurAndersenGlobalBestPracticesPayrollDiagnosticTool.Wehaveusedamulti-industrybenchmarkgroupwhichiscomprisedof152companies.PayrollCostasa%ofRevenueMedian:0.054%NCE:0.031%(onlinebetween1st&2ndquartile)TotalAnnualPayrollCostperEmployeeMedian$163.23NCE:$183.74(3rdquartile)TotalPayrollCostperPaycheckMedian:$4.44NCE:$7.22(4thquartile)-duetohighsystemcostsPayrollSystemsCostperPaycheckMedian:$0.34NCE:$4.28(beyond4thquartile)PayrollLaborCostperPaycheckMedian:$3.07NCE:$2.50(2ndquartile)DirectDeposit%Median:48%NCE:82.5%(1stquartile)PayrollPersonnelperThousandEmployeesMedian:3.3NCE:17.2(beyond4thquartile)1.18withouttimekeepers(1stquartile)PayrollPersonnelper100MillioninRevenueMedian:1.9NCE:2.9(3rdquartile).2withouttimekeepers(1stquartile)EmployeeReimbursementsBestCompanies:throughpayrollNCE:throughA/Pcheck SharedServicesAnalysisContinuedBenchmarkingContinuedThefollowingarefromtheArthurAndersenGlobalBestPracticesPayrollDiagnosticTool.Wehaveusedamulti-industrybenchmarkgroupwhichiscomprisedof152companies.Average#ofPaychecksProcessedperFTEMedian:9,757NCE:1,478(4thquartile)21,534withouttimekeepers(1stquartile)TimeCardandDataPreparationErrorRateMedian:0.614%NCE:0.062%(1stquartile)PayrollProcessingErrorRateMedian:0.176%NCE:0.062%(1stquartile)EmployeeDatabaseandPayrollChangeErrorRateMedian:0.667%NCE:1.455%(4thquartile)PercentofManuallyProcessedChecksMedian:0.34%NCE:0.0%(1stquartile) SharedServicesAnalysisContinuedBestPracticesDevelopanewservicedeliverymodelforHRutilizingtechnologythatprovidesallemployeeswithaccesstoHRdataandallowsforreportingtobeefficient,timely,andcustomizedwithad-hoccapabilityandavailabletoallHRemployeesandmanagement(WW)Implementa“desk/phone/person”deliverymodelthatallowsmanagersandemployeestobecomeselfsufficientincompletingHRtransactionson:(1)theirdesktopcomputer,(2)realtimehelpandadvicefromthephone,(3)ifnecessary,obtainexpertsupportfromanHRprofessionalonproblemstoocomplextosolvethroughtheothertwomeans(WW)Changecommunicationpatternsbyimplementinganemployeehelpcenterorconsultants;employeescommunicatequestionsorproblemstoindividualswelltrainedinpoliciesandproceduresandhaveaccesstoonlineHRinternetsupport(WW)ImplementtechnologytoallowHRtobecomepaperless;onlineapplicationsaredevelopedtohandlemostmanager/employeetransactions(i.e.compensationchanges,promotion/demotions,performancereviews,addingsomeonetopayroll,etc.)(WW)Minimizethenumberofpayrollcyclespermonth,schedulingtheworkloadaccordingly(GBP)Minimizepaymentsofadvancesandspecialhandlingrequests(GBP)Reimburseemployeeexpensesthroughtheregularpayrollprocess(GBP)Outsourcepayrollprocessingifpayrollvolume,exceptions,andcompetitivesituationpermit(GBP)UseonecentralsystemforpayrollandHRrelatedinformationneeds(GBP)Investigateandclearnon-systemexceptionsthroughtheoriginatingdepartment(GBP) SharedServicesAnalysisContinuedBestPracticesContinued(HRIC)Duringimplementationofnewtechnology,thoroughlytrainemployeestousethenewtechnologytoitsmaximumpotentialAfterimplementation,monitoremployees’needs,reactions,andabilitiesinthenewtechnologyUseaformalproceduretomeasurehownewtechnologyaffectsthebusiness;thiscanincludeconductingexternalbenchmarking,alignmentmeasurement,andoperationalmeasuring.FutureOpportunitiesandProjectsRolesneedtobeclearlydefinedbetweenNCEandIBMEvaluateandprioritizetheorganization’stechnologyneedsanddevelopcost/benefitanalysisByeliminatingreworkthisdepartmentcanreducestaffaminimumof1.75FTEs WorkforceRelationsAnalysisDepartmentDemographicsNumberofpeopleontheorganizationchart-11FTE’s-24.72Cost*:$1,303,917*FigurerepresentslaborplusworkforcerelationsloadandHRmanagementReworkanderrorcorrectionforWorkforceRelations-9employeesstatedtheyspend7.5%*oftheirtime(27hours)perweekonreworkanderrorcorrection*Thiscalculationisbasedona40hourworkweekCustomerSatisfactionResults(Scale:0=notperforming,1=somewhatperforming,2=meetingneeds,3=excellent)Largestgaps“HRcommunicatesclearlyandconsistentlytoalllevelsoftheorganization.”CurrentPerformance=1.0DesiredState=3.0Gap=2.0“HRensuresemployeesaresatisfiedwiththeservicesprovidedbyHR.”CurrentPerformance=1.2DesiredState=2.5Gap=1.3 WorkforceRelationsAnalysisContinuedCustomerSatisfactionResultsContinued“HRhastheresources/expertisetoresolveemployeequestionsandproblems.”CurrentPerformance=1.3DesiredState=2.Gap=1.3Overallgap=1.1HREmployees’PerspectiveonProblems/IssuesDeterminetrainingneedsandmethodsItisnotefficientforWorkforceRelationstoprepareaffirmativeactionplans,handthemofftoFieldServicesforimplementation,andthenWorkforceRelationsreportagainstthem,nordoesitestablishfullownershipforAAgoalsTherearerisksassociatedwithFieldServiceshandlinggrievancesthroughthe2ndstep:FieldServicesmaynotbeproperlytrainedFieldServicesmaynothavetheappropriaterelationshipswiththeunionsFieldServiceswantstopleasetheircustomers,themanagers,andthereforemaynot“pushbackhardenough,”andthismayresultinundesiredgrievanceresultsandprecedentsFieldServicesmaynotalwaysknowwhat/whentocommunicatetocorewhichminimizescore’sabilitytomonitorwhatisgoingoninthefieldTherearenotenoughresourcestoadequatelydefinerootcausesandpreventEEOcomplaints(ex:sexualharassmenttrainingnotdeliveredcompanywidesince1992) WorkforceRelationsAnalysisContinuedHREmployees’PerspectiveonProblems/Issues(LaborsideofWorkforceRelations)DifficultywithFieldServiceconsultantswhoarenottrainedtorecognizepotentialEEOconflictsNeedimprovementintechnologysupportCausesofreworkObtaininginformationfromFieldServicesregardingcontractprovisionsFileinformationWorkforceRelationsmustobtainneededinvestigatoryinformationfromotherareasBestPracticesEnsurecompliancewithAffirmativeActionandEEOrelatedissuesasmeasuredbynumberofcomplaints,dollarsexpendedinsettlementsandabilitytoanalyzeandpreventrootcausesConductexitinterviewstoobtaininformationonoperationalimprovementopportunitiesandimplementsuggestionsDevelopeasilyaccessibleandappropriatelyconfidentialvehiclesforemployeestogivefeedbackProvidemanagementwithanannualaggregatepictureofdiversitymake-upwithintheorgConductaneedsassessmentandestablishbaselinedatatodeterminewherediversityeffortsshouldbeconcentratedTiediversitytostrategicgoalsProvidemanagerwithperiodicupdatesonworkforcecompositionvs.AAgoalsLaborsideofWorkforceRelationsGoodmanagement/laborrelationsMinimumnumberofgrievancesContractprovisionsfavorabletoorganization WorkforceRelationsAnalysisContinuedFutureOpportunitiesandProjectsAssigndedicatedlaboremployeestomanagelaborissuesratherthanFieldServiceconsultants,therebyensuringconsistentapplicationofbargainingagreementtermsandcontractinterpretationFollowtheprescribedNCEmethodstoanalyzerootcausesofemployeecomplaintsanddesignpreventiveprogramsEEOshouldberesponsibleforrecommendingsolutionstomanagersbasedonemployeecomplaintsandoverseeingtheimplementationoftherecommendationsProvideEEOrelatedtrainingformanagementandsupervisorypersonneltoensureconsistentapplicationofpoliciesandreducingtheorganization’spotentialliability DisabilityManagementAnalysisDepartmentDemographicsNumberofpeopleontheorganizationchart-7FTE’s-4.20Cost*:$221,726*FigurerepresentslaborplusdisabilitymanagementloadandHRmanagementReworkanderrorcorrection-2employeesstatedtheyspend2.5%*oftheirtime(2hours)perweekonreworkanderrorcorrection*Thiscalculationisbasedona40hourworkweekHREmployees’PerspectiveonProblems/IssuesFitnessfordutyresponsibilitieswouldbetterfitinanotherdepartment.(i.e.randomdrugtesting,coordinatepositiveresponses,etc.Thisserviceispaidforbythesafetydepartment)CausesofreworkVerifyingthatPTOaccrualsoncomputerarecorrect DisabilityManagementAnalysisContinuedBenchmarkingCostperWorkers’CompensationClaim1997:NCE:$5,1191998:NCE:$14,659PerKim,TeamJhascomparablebenchmarkinfo.Workers’CompensationExpensePercent1997:NCE:0.14%Saratoga:Means5K-10K:0.36%,Mfg:0.43%,Utility:0.17%,Multi-Ind:0.37%1998:NCE:0.26%Saratoga:Means5K-10K:0.24%,Mfg:0.29%,Utility:0.16%,Multi-Ind:0.28%Workers’CompensationFactor1997:NCE:$495Saratoga:Means5K-10K:$418,Mfg:$642,Utility:$434,Multi-Ind:$4011998:NCE:$1,087Saratoga:Means5K-10K:$350,Mfg:$521,Utility:$513,Multi-Ind:$342 DisabilityManagementAnalysisContinuedBestPracticesAnoveralldisabilitymanagementphilosophywhichisadheredtoStayingontopofworkerscompensationcasesforearlyreturntoworkUnderstandingtrendsandcausalityfactors,resultinginappropriatepreventivemeasures/trainingAlladministrationdoneinaccordancewithapplicableregulatoryedictsFutureOpportunitiesandProjectsPlaceresponsibilityforworkers’compensationtofrontlinemanagersbydrivingworkers’compensationcoststoindividualmanagers.ProvidethemwithtrendinformationandpreventiverecommendationsIntegratethisfunctionwiththesafetydepartment;thereseemstobeoverlappingresponsibilities,aswellasoverlappingneedforinformationConsiderestablishingbaselinetestingConsiderglobalsettlementsEvaluatebenefitsofinhouseadministrationvs.outsourcing SafetyandIndustrialHygieneAnalysisDepartmentDemographics/People/Organization/CostsNumberofpeopleontheorganizationchart-12FTE’s-13.89Cost*:$778,468*FigurerepresentslaborplussafetyloadandexcludesHRmanagementReworkanderrorcorrection-7employeesstatedtheyspend18.2%*oftheirtime(51hours)perweekonreworkanderrorcorrection*Thiscalculationisbasedona40hourworkweekCustomerSatisfactionResults(Scale:0=notperforming,1=somewhatperforming,2=meetingneeds,3=excellent)Largestgaps“HRdemonstratesbettermanagerstrategiesforsafetyprevention.”CurrentPerformance=1.3DesiredState=2.2Gap=.9Overallgap=.6 SafetyandIndustrialHygieneAnalysisContinuedHREmployees’PerspectiveonProblems/IssuesIHshouldreporttoahigherlevelintheorganizationSafetyneedsinformationfromdisabilitymanagementwhichcurrentlyreporttoadifferentdirectorwhichcanmakeinformationretrievalcumbersomeSafetyandIHneedtogainrealenforcementauthority;theycurrentlyhaveresponsibilityforpolicysetting,proceduredevelopmentandauditingforoverallcompliance--noenforcementauthorityMoveindustrialhygienetointernalaudit,ortoacorefunctiontobettercontroloverallexposure,costandcompliance,aswellastranslatingbestpracticescompanywideCausesofreworkPlantsafetyrepresentatives’inabilitytointerpret/knowregulationsLackofcleardefinitionofrolesandresponsibilitybetweenfieldandcoreLackofenforcementauthorityCompanywideconfusionaboutwhoisresponsibleforwhat(safetyreceivescallsaboutclaims,accidents,vehicle,facility,security,etc.whicharetheresponsibilityofotherareas)BenchmarkingLostTimeIncidentRate1997:NCE:0.981998:NCE:0.71Nocomparablebenchmarkinformationwasavailable SafetyandIndustrialHygieneAnalysisContinuedBestPracticesSafeworkenvironmentasmeasuredbynumberofaccidents/incidents,lostworkdays,timespentonworkerscompensationandSTD/LTD(iftrackedinconjunctionwithworkerscompensation)NoOSHA,orotherregulatoryviolations--haveappropriatepreventiveanddetectivemeasuresinplaceUtilizetechnologytomanagesafetyrecordkeepingOutsourcenon-coreactivitiesFutureOpportunitiesandProjectsSafetyandIndustrialHygienehaveresponsibilityforoverallcompanypolicysetting,proceduredevelopmentandauditingforcompliance;however,withnorealenforcementauthority.Determinecompany’sriskprofileandmovesafetyandIndustrialHygienetoacorefunctiontobettercontroloverallexposure,costandcompliance.Evaluatesafety’sreportingrelationshipsbetweencoreandplantspecialistsDevelopwaysoftranslatingbestpracticescompanywideProvidespecificsafetygoalsandaccountabilityatbusinessunitsthroughperformancemanagementsystemandincentiveprogramsIntegrateriskmanagementfunctionswithSafetyandIndustrialHygienesuchasfirepreventionandsafety,vehicleaccidentpreventionandsafety,andsafetyandhealthinsurancelosscontractByeliminatingrework,thisdepartmentcanreducestaffbyaminimumof1.25FTEs FieldServicesAnalysisDepartmentDemographicsNumberofpeopleontheorganizationchart-33FTE’s-13.89Cost*:$$(Clint-fillin)*FigurerepresentslaborplusfieldservicesloadandexcludesHRmanagementReworkanderrorcorrectionNorth-12employeesstatedtheyspend23%*oftheirtime(110hours)perweekonreworkanderrorcorrectionSouth-10employeesstatedtheyspend30%*oftheirtime(121hours)perweekonreworkanderrorcorrection*Thiscalculationisbasedona40hourworkweekHREmployees’PerspectiveonProblems/IssuesCommunicationwithinHRislackingIncompletetrainingonhowtouseHRizonManyduplicativefunctionsbetweenCoreandFieldServicesNeedtore-definerolesandaddclarity;managementteampointsfingersatoneanotherFieldServicesonlyputsoutfires;isnotproactivePoliciesandproceduresaretooopenforinterpretationornotavailableatall FieldServicesAnalysisContinuedHREmployees’PerspectiveonProblems/IssuesContinuedNotenoughresourcesinCoretoanswerquestionsonatimelybasisCausesofreworkContactingvariouscoreunitsforclarificationsandfollowup(Benefitsgroupismentionedfrequently)Lackofsystemsandwrittenprocedures(benefits/comp;compliancetrainingisfrequentlymentioned)LackofcommunicationbetweenunitsandlackofresponsibilitydefinitionsFollowinguponbenefitsissuesLackofproceduremanualInformationincorrectlyenteredonHRizonLackoffollowthroughbybenefitsdepartmentLackofcommunicationwithotherHRgroupsphonesnotanswered,lotsofvoicemailBenchmarkingRatioofFieldServicesPersonneltoOperatingPersonnelNCE:1:163Nocomparativebenchmarkinginformationavailable FieldServicesAnalysisContinuedBestPracticesCustomer-focusedorganizationofhighlytrainedgeneralistswhomeetbusinessunit’s’strategicneedsthroughchangeenablement,understandingthebusinessandappropriatelyaccessingcorespecialistsDefinedphilosophyofwhoownsproblems,FieldServicesorHRmeasurementofcustomersatisfactionProvidebusinesstrainingtoconsultantsensuringtheyunderstandthebusiness,itsstrategy,customersandmarketplaceCarefullyscrutinizetheroleoftheconsultanttoensuretheyareresponsibleforsupportingthestrategicdirectionofthebusinessandfocusedoncustomersatisfactionCreatestrongpartnershipswithlineoperationsfromacredibleandvaluedpositionFutureOpportunitiesandProjectsAssignspecificFieldServicesconsultanttospecificcustomersDetermineneededskillsetandselect/deselectaccordinglySpecifyrolesandresponsibilitiesandhowtointeractwithcorePrioritizeFieldServicesconsultants’customerrequestsConsultantsaregenerallynottrainedinallareasofHRConsultantsgenerallydonotunderstand,orarenotawareofbusinessunitstrategyFieldServiceshasnotcreatedabusinesspartneringrelationshipwithitscustomersTheroleoftheconsultantisnotclearlydefinedandthereforecannotfullysupportthecustomerByeliminatingrework,thisdepartmentcanreducestaffbyaminimumof5.5FTEs 结束语谢谢大家聆听！！！130'

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