安达信做的某公司人力资源评估方案 PPT课件

2020 4 7 Page1 NCEHRAssessmentProject FinalPresentationDecember1998 2020 4 7 Page2 TableofContents Projectbackgroundandapproach 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 2020 4 7 Page3 ProjectBackground Approach 2020 4 7 Page4 ProjectObjectives ArthurAndersenwasaskedtoworkwithNCE sHumanResourcesgroupwithaprojecttoassessHR scurrentstateandtodevelopatransitionplanformovingforward Ourprimaryobjectivesincluded Addedtoouroriginalscope 2020 4 7 TheHumanResourcefunctionsincludedinAssessmentprojectincluded CompensationAdministrationBenefitsAdministrationPayroll HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServices ProjectScope Page5 2020 4 7 Page6 ProjectAssumptions Ourteamusedsomeimportantassumptionsascontextforourworkthroughouttheproject 2020 4 7 Page7 Wedevelopedouranalysisusingaholisticmodel lookingatthefollowingquestions HRStrategyDoesHRhaveanappropriatestrategygivenNCE sbusinessstrategy WhatisthebestapproachtoimplementHR sstructureandservicedeliveryobjectives PeopleHowdoesNCEHR scompareasanorganizationtoothersimilarHRorganizations HowshouldHRbeorganizedtobestsupportthebusinessunits Whatskills competenciesmodelisrequiredinordertoexecuteyourHRstrategy BusinessProcessHowareHR smanagementandservicedeliveryprocessesworking HowmightourprocessesneedtochangeunderthenewNCEBusinessUnitstructure Doweunderstandourprocessesandaretheysupportcost qualityandcycletimeimprovements TechnologyIsHRusingavailabletechnologyappropriately ArethereothertechnologiesavailablethatHRcantakeadvantageoftolowercostsand orimprovequalityandtimelinessofservice ProjectAnalysis HRCustomers NeedsAreHR scustomerssatisfied Ifnot whynot DotheyunderstandwhatHRprovides HowwilltheirneedschangeunderthenewBusinessUnitstructure NCEStrategyHowisHRsupportingthecurrentNCE sstrategicobjectivesandguidingprinciples HowwillourHRstrategyimpactandbeimpactedbythenewBusinessUnitmodelatNCE 2020 4 7 Page8 HR sPerspective HRCustomerPerspective BestPractices TeamPerspective Recommendations WeusedmanypointsofanalysisinordertogetanintegratedpictureofhowHRisworkingtoday andtorecommendareasforimprovementthatwouldhelpincreasecustomersatisfaction improveeffectivenessandefficiency improvequality andimprovecostperformance HRInterviewsHRFocusgroups CustomersurveyCustomerinterviews QualitativeviewQuantitativebenchmarks NCEexperienceHRspecificexperienceSupportfunction ResourcesUsed 2020 4 7 Page9 Aworkingphilosophyforthefuture The Business Within A Business concept 2020 4 7 Page10 DeterminewhattheydoanddonotneedHavechoicesforsourcingsupportproducts services Make inBusinessUnitand orPurchasefromNCESharedServiceand orPurchaseinthemarketplaceWillbecomemoreastuteconsumers demandingvalue thecombinationofcost quality andservice thecombinationofcostandtimelinessofdelivery Iftheirneedsaren tmet theywillvotewiththeirpocketbook Customers Drive Strategyisaboutchoices whatyouwillandwillnotoffertocustomersSomechoicesarereallynot choices i e regulatory CorporatemandatedItisdifficulttoconcurrentlyworkunder3 strategicmodels LowestcostNewproduct serviceinnovatorCustomerintimateRevisedascustomerneedschangeovertime Dictates Focusoncustomerneeds translateintobestdeliverystructureOrganizationbuiltaroundskills competency experienceasopposedtolongevity tenure relationships Process orientationisimportantsinceorganizationstructureandthepeopleintheboxeswillchangeovertime theyalwaysdo Dynamictension betweenSharedServicesHRandBusinessUnitHRpersonnelBusinessUnitpersonnelwill gonative andinmanywaystheyshould Revisedascustomerneedschangeovertime Supportsdeliveryof Mixofcyclical planneddeliverables transactions reports andoccasionalneeds consultation MustbemanagedaccordinglyOnesizedoesn tfitallNeedtobewelldefined wellunderstoodbycustomersand buyable Not onebigcharge Understoodintermsofcostandprice givenregulatorymandates Willcomeandgo newneedsemerge somewillbeoutdatedornotindemandRevisedascustomerneedschangeovertime Monitoredby Contracts orServiceLevelAgreements arethemarketmechanismforbuyingservicesServiceagreementsfacilitateresourceplanning howmanypeopleandwhatskillsareneededMeasurable accountable meaningful tiedtoindividualandteamrewardsCostQualityTimeHavean owner Who sresponsibleIfyoucan tmeasureit youcan tmanageitRevisedascustomerneedschangeovertime Tounderstandthecontextforourrecommendations itisimportanttounderstandourassumptionsaboutthepotential futurestate ofHRatNCE WeassumethatHRwillneedtooperateasa BusinesswithinaBusiness drivenbythe marketeconomy thattheBusinessUnitcorporatestructureiscreating Thatareusedtomanagebusinessperformanceinserving Business Within A Business 2020 4 7 Page11 KeyIssues ChallengesfacingNCEHRtoday 2020 4 7 Page12 NCEHRBenchmarkOverview SomekeyperformanceindicatorsourteamgatheredindicatethatNCE sHRorganizationtodaydoesnotcomparefavorablytootherHRorganizationsintermsofheadcountandcost andhasroomforimprovementinmeetingtheneedsofcustomersinthecurrentNCEorganization NotPerf SomePerf MeetNeeds Excellent Whatisthecurrentperformance ImportanceinmeetingthefutureneedsofNCE RatioofHRemployeestototalemployees HRexpenseasapercentofoperatingexpense CustomerSatisfactionResults Good Good NoGap Good 2020 4 7 Page13 KeyNCEHRIssuesToday SeveralNCEHRemployeesreportedsignificantamountsofreworkcausedbyreasonssuchasduplication uncertaintyofresponsibilityandmaintainingstandalonespreadsheetstoworkoutsideofHRizon Byeliminatingonlythereworkreported NCEHRcouldfreeuproughly14FTEs todevotetoothermorevalue addedwork orreduceovertime 2020 4 7 Page14 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 ManagingthefinancialimplicationsofthetransitionIdentifyingaforumtosharebestpracticesacrossbusinessunitsinallHRareasIdentifyingandretainingkeyemployeesEnsuringproperandtimelycommunicationtoassistwithchangeenablement KeyNCEHRIssuescontinued 2020 4 7 Page15 TheHRskills competenciesandexperiencemaynotmatchcurrentandfuturecustomerrequirementsTheFieldServiceorganizationwasstaffedwithindividualsrangingfromsubjectmatterexpertstosupportpersonnel ThisresultedinaFieldServiceorganizationcomposedofconsultantswhomaynotpossesstheskillsnormallyassociatedwithanHRgeneralist Anadequateskills competenciesmodeldoesnotexisttoassistwithrecruitingqualifiedapplicantsanddeterminingdevelopmentalneedsofcurrentstaff AstrategicdirectionneedstobedefinedasitrelatestoHumanResourcesunderthenewNCEBusinessUnitoperatingmodel forexample DeterminingifbenefitplanscanbedividedbybusinessunitsDeterminingtheimpactofsuchadecision pliance legal planassetdistribution etc HRISisnotintegratedforallareasofHRandcurrenttechnologyisnotfullyutilizedandunderstoodSeveralHRizonmodulesweresuccessfullyimplementedandareprocessingtransactions however TherearestillinstanceswherecalculationsaredevelopedoutsideofHRizon i e Excel anduploadedintoHRizonTapetransferstovendorsarenoterrorfreeHRizondataareroutedthroughtheIBMmainframesystemwhichaddsanadditionaltechnicalprocessingstepindeliveringHRinformationtousersHRusersare werenotconsistentlytrainedinHRizon someadmittedlybychoice KeyNCEHRIssuescontinued 2020 4 7 Page16 CorporateCenter Commodity Delivery Retail International NCEHRToday CustomersarenotconsistentlysatisfiedNCEHRhasmorepeopleservingthelineemployeesthancomparativebenchmarkcompaniesHRrolesandresponsibilitiesunclearDuplication overlapofeffortbetweenCore FSMultiplecontactpointsbetweenHRandcustomers customerconfusion frustration HRfrustrationAlthoughprocessmapsexistforHRprocesses theyaren tconsistentlyusedtodrivecontinuousimprovement makecomparisonstootherHRgroups measureperformance ormanagethebusinessFSrepresentativestryingtofillgeneralistrolesbutsomelackexperience skills trainingLackofconsistenttangible measurableaccountabilityforresultsHRproducts servicesarenotclearlydefined communicated costed priced Theseareemergingbuthaveawaystogo HRcustomerscan tpurchasediscrete unbundledHRservices IssueswithcurrentHRservicedelivery Ifyouacceptthebusiness within a businessconcept demandsonallNCEsupportorganizations includingHR willintensifyinthefutureasBusinessUnitsbecomemoredemandingcustomerswithfreedomtochoosetheirserviceproviders CustomerdemandswillintensifytheneedtoovercometheissuesfacingHRtoday NCEHRToday HRIssuesSummary Vendor HRCore HRFieldServices 2020 4 7 Page17 LookingatHRtodayandtomorrow IdeasaboutcurrentandfuturestateofNCEHR HRfunctionalgroupanalyses recommendationsCompensationAdministrationBenefitsAdministrationPayroll HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServices Whenreviewingthefollowinginformationmanyobservationsmayappeartobecriticalofcurrentpractices Thenatureoftheseanalysisprojectsfocusesmoreonimprovementopportunitiesthanonwhatisreallyworkingwell Theimportantquestionstokeepinmindare Canthewaywe recurrentlyworkingsurvivethetestofcustomerchoice Areweoperatingasaneffective competitive Business within abusinesstoday HRFunctionalGroupAnalysis Recommendations 2020 4 7 Page18 LookingatHRtodayandtomorrow IdeasaboutcurrentandfuturestateofNCEHR HRfunctionalgroupanalyses recommendationsCompensationAdministrationBenefitsAdministrationPayroll HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServices Compensation 2020 4 7 Page19 CompensationAnalysis Customersatisfactionresults Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed CommunicatingcompensationpoliciesEffectiveandfaircompensationsystemEmployeesnotcompensatedforcompetenciesthataddorganizationalvalueKeyissuesreportedbydepartmentpersonnelinclude FilesarenotcompleteandcurrentregardingpositiondescriptionsThereisalackofcommunicationandinformationsharingbetweenHRdepartmentsThereisalackoftrainingforFieldServiceconsultantswhichresultsinFieldServiceconsultantsgivingmanagers whattheywantinsteadofwhattheyneed ThejobevaluationsystemisoutdatedandtherearetoomanygradeswithinsalarystructurecausinghairsplittingbetweengradesTechnologysupportislacking needautomatedjobdescription incentiveplanadministrationautomation marketpricingautomation etc 2020 4 7 Page20 CompensationRecommendations Strengthsinclude Goodunderstandingofthecompany thedimensionsofthepositionsandhowtheyinter relateAccomplishedtechnicalabilitiesFutureImprovementOpportunities Recommendations EvaluatetherisksandconsequencesofallowingthebusinessunitstoowncompensationpracticesReviewcompensationgradestructure thismayresultinasimplerstructurewithfewergradesandeaseofadministrationMakeuseofautomationtospeedupprocesses automatejobdescriptionsandplacethemonthecompanyintranet automateincentiveplanadministrationandmarketsurveydatabasewhichincludesreceivingmarketsurveyinformationelectronicallyandtrackingtrendsfromyeartoyearelectronicallyDevelop communicateandenforceNCE widepolicy philosophiesconcerningpay totalcompensationandbasepayvs incentivepay below at orabovemarket acrosstheBusinessUnitsByeliminatingreworkreportedinthegroup Compensationshouldbeabletoeliminateover1 5FTEsofnon value addedrework allowingCompensationpersonneltoworkonothervalue addedactivities 2020 4 7 Page21 LookingatHRtodayandtomorrow IdeasaboutcurrentandfuturestateofNCEHR HRfunctionalgroupanalyses recommendationsCompensationAdministrationBenefitsAdministrationPayroll HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServices Benefits 2020 4 7 Page22 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 25 532 BenefitsAnalysis 2020 4 7 Page23 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 addedactivities BenefitsRecommendations 2020 4 7 Page24 LookingatHRtodayandtomorrow IdeasaboutcurrentandfuturestateofNCEHR HRfunctionalgroupanalyses recommendationsCompensationAdministrationBenefitsAdministrationPayroll HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServices Payroll HRIC 2020 4 7 Page25 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 incompleteformsreceivedfromemployees Payroll HRICAnalysis 2020 4 7 Page26 Keyissuesreportedbydepartmentpersonnelinclude Continued HRizonproblemsandtechnologyissuesSystemcrashesNoon lineaccountnumbervalidationLearningcurve trainingTimekeepererrorsintoTEDWronginformationenteredInputerrorStrengthsinclude CustomerresponsiveWelltrainedandwellorganizedstaffFutureImprovementOpportunities Recommendations RolesandresponsibilitiesneedtobeclearlydefinedbetweenNCEHRandIBMHRsupportIdentifyandprioritizetheorganization stechnologyneedsanddevelopcost benefitanalysesPayrolllargestcostisitssystemsbuttheycouldbeusedmoreefficientlyfunctionalityenhancementsmayimprovecosteffectiveness Also thetimekeeperssubstantiallyincreasethepayrollFTEsandassociatedcost Considereliminatingthetimekeepersandimplementingasystemwhicheliminatesmultipletimeentry i e eachpersonwouldberesponsibleforenteringhis herowntimeinthesystemoritwouldbecapturedviathetimeclocksautomatically i e Kronos Implementtrainingandprocessrootcauseanalysisforpayrolldataentrypersonneltodecreasethenumberoferrorsintheemployeedatabaseandreducerework Considerreimbursingemployeesthroughpayrollinsteadofissuingthemaseparateaccountspayablecheck Byeliminatin