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NCEHRAssessmentProject,TableofContents,Projectbackgroundandapproach.Page3KeyIssues:ChallengesfacingNCEHRtoday.Page11OverarchingIssues,Benchmarksneedautomatedjobdescription,incentiveplanadministrationautomation,marketpricingautomation,etc.,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,LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHR,HRfunctionalgroupanalysesthereistoomuchreworkIncreaseutilizationofintranettoprovideHRdatasuchasorganizationchart,headcountandturnoverinformationThereisaneedformoretrainingandcrosstrainingIncorrect/incompleteformsreceivedfromemployees,Payroll/HRICAnalysis,Keyissuesreportedbydepartmentpersonnelinclude(Continued):HRizonproblemsandtechnologyissuesSystemcrashesNoon-lineaccountnumbervalidationLearningcurve/trainingTimekeepererrorsintoTEDWronginformationenteredInputerrorStrengthsinclude:CustomerresponsiveWelltrainedandwellorganizedstaffFutureImprovementOpportunities/Recommendations:RolesandresponsibilitiesneedtobeclearlydefinedbetweenNCEHRandIBMHRsupportIdentifyandprioritizetheorganizationstechnologyneedsanddevelopcost/benefitanalysesPayrolllargestcostisitssystemsbuttheycouldbeusedmoreefficientlyfunctionalityenhancementsmayimprovecosteffectiveness.Also,thetimekeeperssubstantiallyincreasethepayrollFTEsandassociatedcost.Considereliminatingthetimekeepersandimplementingasystemwhicheliminatesmultipletimeentry,i.e.eachpersonwouldberesponsibleforenteringhis/herowntimeinthesystemoritwouldbecapturedviathetimeclocksautomatically(i.e.Kronos).Implementtrainingandprocessrootcauseanalysisforpayrolldataentrypersonneltodecreasethenumberoferrorsintheemployeedatabaseandreducerework.Considerreimbursingemployeesthroughpayrollinsteadofissuingthemaseparateaccountspayablecheck.Byeliminatingreworkreportedinthegroup,Payroll/HRICshouldbeabletoeliminateover1.5FTEsofnon-value-addedrework,allowingPayroll/HRICpersonneltoworkonothervalue-addedactivities,Payroll/HRICRecommendations,LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHR,HRfunctionalgroupanalysestheycurrentlyhaveresponsibilityforpolicysetting,proceduredevelopmentandauditingforoverallcompliance-noenforcementauthorityMoveindustrialhygienetointernalaudit,ortoacorefunction,tobettercontroloverallexposure,costandcompliance,aswellastranslatingbestpracticescompanywidePlantsafetyrepresentativesinabilitytointerpret/knowregulationsLackofcleardefinitionofrolesandresponsibilitybetweenfieldandcoreCompanywideconfusionaboutwhoisresponsibleforwhat(safetyreceivescallsaboutclaims,accidents,vehicle,facility,security,etc.whicharetheresponsibilityofotherareas),FutureImprovementOpportunities/Recommendations:DevelopphilosophyandstrategyregardingsafetyandIndustrialHygieneprogramsdeterminingtheriskprofileandtolerancetobettercontrolexposure,costandcompliance.RedesignSafetyandIndustrialHygieneorganizationalstructurebyestablishingoversightresponsibilityinsharedservicesandcomplianceandpreventionwithinthebusinessunits.Establishrolesandresponsibilitiesforthesharedservicesandbusinessunitpositions.ExploreintegratingriskmanagementfunctionswithSafetyandIndustrialHygienesuchasfireprevention,vehicleaccidentprevention,andhealthinsurancelosscontractByeliminatingreworkreportedinthegroup,SafetyandIHshouldbeabletoeliminateover1FTEofnon-value-addedrework,allowingSafetyandIHpersonneltoworkonothervalue-addedactivities,SafetyandIHRecommendations,LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHR,HRfunctionalgroupanalysesthereseemstobeoverlappingresponsibilities,aswellasoverlappingneedforinformationConsiderglobalsettlementsEvaluatebenefitsofinhouseadministrationvs.outsourcing,DisabilityManagementAnalysismanagementteampointsfingersatoneanotherFieldServicesonlyputsoutfires;isnotproactivePoliciesandproceduresaretooopenforinterpretationornotavailableatallNotenoughresourcesinCoretoanswerquestionsonatimelybasisContactingvariouscoreunitsforclarificationsandfollowup(Benefitsgroupismentionedfrequently)Lackofsystemsandwrittenprocedures(benefits/comp;compliancetrainingisfrequentlymentioned)LackofcommunicationbetweenunitsandlackofresponsibilitydefinitionsFollowinguponbenefitsissueswithemployeesistimeconsumingduetothelackofeasilyaccessibleinformation(i.e.summaryplandescriptions)LackofproceduremanualInformationincorrectlyenteredonHRizonLackoffollowthroughbybenefitsdepartmentLackofcommunicationwithotherHRgroupsphonesnotanswered,lotsofvoicemail,FieldServicesAnalysis,FutureImprovementOpportunities/Recommendations:AssignspecificHRrepresentatives(leadandotherteammembers)tospecificcustomers(seediscussionontheproposedrevisionofthecurrentHRorganizationalmodel):EnsurethatHRconsultantsunderstand,orarenotawareof,businessunitstrategytherebycreatingabusinesspartneringrelationshipwiththeircustomersDetermineconsultantsneededskillsets(andcurrentgaps)andselect/deselectaccordinglyDefinespecificrolesandresponsibilitiesforFSandCoreduringthetransitiontothenewHRmodel(iftherevisedHRmodelisadopted)andRe-formFS/CorebackintofunctionalgroupsalignedaroundBusinessUnitcustomersHRneeds,andorganizedanddeliveredthroughanHRSharedServicesAccountRepresentativeforeachBusinessUnitPrioritizeFieldServicesconsultantscustomerrequestsandmanagetheirworkthroughmorespecificperformanceexpectationsandmeasures(throughServiceLevelAgreements)Byeliminatingreworkreportedinthegroup,FieldServicesshouldbeabletoeliminateover5.5FTEsofnon-value-addedrework,allowingFieldServicespersonneltoworkonothervalue-addedactivities.Therearemanyareas(i.e.BenefitsAdministrationandoveralltransitionprojects)thatcoulduseextrahelpduringtheHRtransition.Itshouldbepossibletoredirectworkeffortsasprojectresourcesareneeded.,FieldServicesRecommendations,LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHR,HROrganizationalrecommendationsRecommendedstructureforthefutureRolesandresponsibilitiesSkills,competenciesandexperience,ToovercometheissuesreviewedintheprevioussectionsandtobegintoorganizeHRaroundthechangingNCEBusinessUnitstructure,werecommendthatHRconsidermodifyingitscurrentorganizationmodelaroundcustomerneeds,supportedbymorespecificroles,responsibilities,skills,competenciesandexperience.Ifimplementedsuccessfully,NCEsHRgroupwillbeabletomovethroughthetransitiontotheBusinessUnitstructureandbeabletobetter”defend”itselfinthefaceofincreasedinternalcustomerchoice.ThefollowingstructuralchangesandtheTransitionPlanthatfollowsshouldallowHRtomovetowardthe“Business-Within-A-Business”modeloverthenext12-24months.,HROrganizationModelRecommendations,CorporateCenterHR,CommodityHR,DeliveryHR,RetailHR,International,CommodityHRAccountRep.,Customerneedsidentifiedandmanagedthroughsinglepointofcontact-AnaccountmanagerCustomerneeds,competitivebenchmarkingandServiceAgreementsfacilitatestaffingtotooptimallevelsinBusinessUnitHRandSharedServicesHR,comparedtomarketHRrolesandresponsibilitiesclarified,responsibilityandaccountabilitydefinedandmeasuredProcessownershipandperformanceexpectationsaredefinedandmeasuredDuplication/overlapofeffortbetweenCore,FSandmultiplecontactpointissuesgoaway,customerserviceorientationdoesnotOrganizationstructuredaroundskills,competencyandexperienceMultipleopportunitiesexistinbothBusinessUnitHRANDinSharedServiceHRpositionsPerformancestandardsclearlyidentifiedthroughServiceAgreementsHRproducts/servicesclearlydefined,costed,understood-Ifthereisnotbuyer,thereisnoneedforproduct/serviceHRcustomersandHRhaveawellestablishedbuyingmechanism:ServiceAgreements,OvercomingIssueswithcurrentHRservicedelivery,ManyoftheissueslistedpreviouslystemfromtheimplementationoftheCore/FieldServicemodel.WerecommendthatNCEHRmovetoavariationofyourcurrentoperatingstructuretoovercometheseissues,andtoorganizearoundyouruniquebusinessunitcustomers:,NCEHRTomorrow,DeliveryHRAccountRep.,RetailHRAccountRep.,StaffingappliestechnologytoimproveorganizationalcompetitivenessProductandServiceDevelopmentandRefinement-CollaborateswiththeBusinessUnitHRleaderstoidentifyandproduceproductsandservicesthataretailoredtoBusinessUnitsneeds.EnsuresthatHRproductsandservicessupportoverallbusinessgoals.SharedServicesDesign,DevelopmentandEffectiveness-Performsworkandprocessredesigntoimproveteamandorganizationaleffectiveness.ProcessFacilitation-LeadsgroupsandteamstoresolveissuesandimprovetheirrelationshipsandinteractionswithBusinessUnitsHRteam,BusinessUnitscustomersandwithinSharedServices.ResourceMobilizationandCoordination-Maximizestheimpactofsharedservicesresourcesformeetingorganizationalobjectives.RelationshipOrientation-Developspositiverelationshipsbyvaluingothersconcernsandcontributions.ContinuousLearning-Proactivelyseeksperformancefeedbackandidentifiesapproachestoimproveownandthatofothersperformanceandlearning.ToleranceforStress,AmbiguityandChance-Demonstratesflexibilityinapplyingdifferentapproachestochangingworkdemands,SharedServices,HRLeader,RoleSpecificCompetencies,PersonalCompetencies,Level-SpecificCompetenciesContinued,SharedServicesHRLeader,CompetenciesandSkillsfortheFuture:SharedServicesHRLeader,CorporateCenterHR,CommodityHR,DeliveryHR,RetailHR,International*,CommodityHRAccountRep.,UnderstandingBusinessUnitLeadersHRneeds(thatistheirprimarycustomer)MarketingSharedServicesproducts/servicestoBusinessUnitcustomersDevelopingServiceLevelAgreementswithBusinessUnitHRLeadersExecutingagainsttheServiceLevelAgreementBuildingteamsoffunctionalpersonnelManagingSharedServiceHRfunctionalpersonnelindeliveryofserviceWorkingwithSharedServiceLeadertoidentifypersonnelneeds(Staffingvolumes,skillsrequired,etc.)DeterminingnewBusinessUnitHRneedswiththeSharedServiceHRLeaderDeterminingwithBusinessUnitHRLeaderswhenneedsproductsarenotneededandshouldbeeliminatedfromSharedServiceFormingspecialprojectteamswithinSharedServicestomeetperiodiccustomerneedsProvidingperformancefeedbacktoSharedServicesLeaderonSharedServicefunctionalgrouppersonnel,Rolestrackturnover,TransitionPlandetails,Excelspreadsheet-detailedHRtransitionprojectplans,ServiceLevelAgreement,ExampleServiceLevelAgreement,DefiningServiceOfferings,ThisdocumentprovidesguidelinesfordefiningtheindividualservicesprovidedbytheSharedServiceCenter.Thelevelofdetailachievedinservicedefinitionswillhavesignificantimplicationsforcontractingandpricingofservices.,Services=ProcessOutput,Forthepurposesofdefiningtheservicesofyourindividualarea,thinkofaserviceastheoutputofaprocesswithinternalandexternalcustomersandsuppliers.Aprocessisaseriesofactivitiesthatconsumeresources(inputs)andproduceaserviceorproduct(output).Theactivitiesorcomponentsofprocessesoftencutacrossfunctionalordepartmentalboundaries.,ProcessHierarchy,PROCESS,SUB-PROCESS,ACTIVITY,TASK,Processes,Subprocesses,Activities,Tasks,AP/Purchasing,GeneratePurchaseRequisition,OrderMaterial,PayVendor,IdentifyRequiredMaterial,IdentifyVendor,CompletePurchaseRequisition,SearchvendorbooksCallandquerytovendorReviewpastpurchaseordersReviewmaterialspecs,ProcessHierarchy,ProcessHierarchyWorksheet,DefinitionworksheetforDefiningProcesses,Suppliers,KeyInputs,KeyOutputs,Customers,KnownIssues,TheSharedServicesCenterProcessPicture,Feedback,Feedback,Feedback,SupplierInternalExternal,CustomerInternalExternal,ProcessAddValuePreventErrorsIdentifyErrorsCorrectErrors,PerformanceMeasurementSystem,Requirements,Requirements,Input,Output,ProcessFocus,ContractingForServices-ServiceLevelAgreements,Onceserviceshavebeendefinedattheprocess-outputlevel,contractsorservicelevelagreementsshouldbedeveloped.Someorganizationshaveoptedforcomplexanddetailedcontractswhileothershavedevelopedlessstructuredagreements.Aservicelevelagreement(SLA)canbedefinedas:anagreementbetweentwoormoreparties;itinvolvesanunderstandingofthechangingneedsandlimitationsofeachpartyandwillprobablyrequirecompromiseaquantificationofserviceleveloutput;metricsmaybedevelopedandagreeduponwhichdefinethequalityofserviceprovided.,ServiceLevelAgreementContents,ServiceLevelAgreementsMayInclude:(1)listinganddescriptionandservicestobeprovided(2)servicepricingandbillingprocedures(3)serviceleveltargetsoroutputperformancegoals(4)serviceusageprojections,peakperiodservice(5)problemmanagementandescalationprocedures(6)servicehours,serviceavailability(7)servicelevelreportingandmonitoring(8)duration,amendmentandterminationofSLA,PerformanceMeasures,Performancemeasurementisaquantificationofhowwellactivitieswithinaprocessortheoutputsofaprocessachieveaspecifiedgoal,Catalyzechange,Benchmarkagainstothers,Monitorprogress,Providedirection,Focusoncustomer,ContinuousImprovement,Supplier,Input,Activity1,Activity3,Output,Customer,InputMeasure,ProcessMeasures,InternalOutputMeasure,ExternalOutputMeasure,(Resources),(Service),Activity2,2LevelsofPerformanceMeasures,Useforcontinuousimprovement,Useforservicelevelagreements,3CategoriesofPerformanceMeasures,Performancemeasurescanbecategorizedasmeasuresofcost,qualityortime.Successfulperformancemeasurementsystemsseektoachieveabalanceofallthree.,COST,Theprocesstimetoachieve“goodness”,QUALITY,The“goodness”ofaproductorservice,TIME,Theeconomicsof“goodness”,HRFunctionalReviewDetails,DetailsofCurrentHRFunctionalReviews,BenefitsAnalysis,DepartmentDemographicsNumberofpeopleontheorganizationchart-13FTEs-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,BenefitsAnalysisContinued,HREmployeesPerspectiveonProblems/IssuesTherearesixtythreeplansandnumerousvendorswhichmakesitdifficulttomanagethebigpicturewithoutpropertechnologysupportandstreamliningofprocessesHRizonlimitationsSomeplansarenotautomated(i.e.Benefitsadministrationmoduleisnotcompletelyinstalled)EmployeesarenottrainedonthesystemErrorsinvendorupdates:updatefilesarecompletelyoverlaidasopposedto“changesonly”ProcedureswithinthedepartmentareinconsistentandnotdocumentedCausesofreworkCustomersandFieldServicesconsultantsarecallingmorethanonedepartmentmemberforproblemresolutionLackoftrainingfordepartmentmembersonbenefitplansandsystemsandprocessesManualbenefitsadministrationduetosomeofthebenefitplansnotresidingintheHRizonsystemSomebenefitadministrationvendorsarenotabletoreadtheeligibilitytapescausingnewlybenefitseligibleemployeesandthosewithstatuschangestonotberecognizedinvendorsystems.Thereisalackofaccessibleinformation(policies,SPDs,planinformation)toallowemployeeself-sufficiency,BenefitsAnalysisContinued,BenchmarkingCustomerservicerepresentativeratio*:Fosterneedautomatedjobdescription,incentiveplanadministrationautomation,marketpricingautomation,etc.,CompensationAnalysisContinued,BenchmarkingPayrollasapercentofrevenue: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),CompensationAnalysisContinued,BestPracticesCompensationprogramsarebeflexibletofitbusinessrequirementsandallowmanagerstoaccommodateuniquesituations-communicatedandunderstoodTiepaytomeaningfulperformancegoalsthatimpactbusinessobjectivesanddeterminelinkagetotraininganddevelopmentDesignformal,informalandspotrecognitionprogramSpecifywhichbehaviorsarebeingrewardedandincorporateitintoperformancemanagementsystemsFutureOpportunitiesandProjectsEvaluatetheriskofallowingthebusinessunitstoownthecompensationpracticeReviewcompensationgradestructureMakeuseofautomationtospeedupprocesses:automatejobdescriptionsandplacethemonthecompanyintranet;automateincentiveplanadministration,andmarketsurveydatabasewhichincludesreceivingmarketsurveyinformationelectronicallyandtrackingtrendsfromyeartoyearMakeapolicy/philosophydeterminationonwhereNCEwantstobeconcerningpay,totalcompensationandbasepayvs.incentivepayByeliminatingrework,thisdepartmentcanreducestaffbyaminimumof1.8FTEs,Learning,EmployeeDevelopment,PerformanceManagementAnalysis,DepartmentDemographicsNumberofpeopleontheorganizationchart-6FTEs-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“Thetrai