【正文】 d Service structure is evolutionary. * But HR can?t wait until the dust settles and the picture is clear. The picture will continue to change. * Initially all HR functions will be in the Shared Services group. Beginning very soon, some HR personnel (and associated HR responsibility, products and services) will be dedicated to the Business Units. Concentrate on what isn?t working well, and focus on how to move forward in a positive way. * Some of our observations are “factbased”, some “experiencedbased” * The goal is to look for opportunities to change in order for HR to better serve customers, then determine how to systematically improve performance Learn from the past, move forward * We?ve used prior work (. J Team, KBPI, Business Plans, etc.) in our analysis * If things aren?t working, let?s set a new course Analysis is important but implementation is where improvement occurs * Identify the “big things”, do enough analysis to confirm the opportunity, then move forward * Our team focused on prioritizing issues/opportunities and remendations that can be implemented with measurable results Our team used some important assumptions as context for our work throughout the project: 2/24/2023 6 For Discussion Only Do Not Duplicate Do Not Distribute We developed our analysis using a holistic model, looking at the following questions: HR Strategy ? Does HR have an appropriate strategy given NCE?s business strategy? ? What is the best approach to implement HR?s structure and service delivery objectives? People ? How does NCE HR?s pare as an anization to other similar HR anizations? ? How should HR be anized to best support the business units? ? What skills/petencies model is required in order to execute your HR strategy? Business Process ? How are HR?s management and service delivery processes working? ? How might our processes need to change under the new NCE Business Unit structure? ? Do we understand our processes and are they support cost, quality and cycle time improvements? Technology ? Is HR using available technology appropriately? ? Are there other technologies available that HR can take advantage of to lower costs and/or improve quality and timeliness of service? Project Analysis HR Strategy People Technology Business Processes NCE Strategy HR Customers HR Customers’ Needs ? Are HR?s customers satisfied? If not, why not? ? Do they understand what HR provides? ? How will their needs change under the new Business Unit structure? NCE Strategy ? How is HR supporting the current NCE?s strategic objectives and guiding principles? ? How will our HR strategy impact and be impacted by the new Business Unit model at NCE? June 12, 1997 7 For Discussion Only Do Not Duplicate Do Not Distribute HR’s Perspective HR Customer Perspective Best Practices Team Perspective Remendations We used many points of analysis in order to get an integrated picture of how HR is working today, and to remend areas for improvement that would help increase customer satisfaction, improve effectiveness and efficiency, improve quality, and improve cost performance ? HR Interviews ? HR Focus groups ? Customer survey ? Customer interviews ? Qualitative view ? Quantitative benchmarks ? NCE experience ? HR specific experience ? Support function Resources Used 2/24/2023 8 For Discussion Only Do Not Duplicate Do Not Distribute A working philosophy for the future: The “BusinessWithinABusiness” concept 2/24/2023 9 For Discussion Only Do Not Duplicate Do Not Distribute ? Determine what they do and do not need ? Have choices for sourcing support products/services ? “Make” in Business Unit and/or ? Purchase from NCE Shared Service and/or ? Purchase in the marketplace ? Will bee more astute consumers, demanding value (the bination of cost quality) and service (the bination of cost and timeliness of delivery) ? If their needs aren?t met, they will vote with their pocketbook Customers Drive ? Strategy is about choices: what you will and will not offer to customers ? Some choices are really not “choices” . regulatory, Corporate mandated ? It is difficult to concurrently work under 3 “strategic models”: ? Lowest cost ? New product/service innovator ? Customer intimate ? Revised as customer needs change over time Strategy Dictates ? Focus on customer needs, translate into best delivery structure ? Organization built around skills, petency, experience as opposed to longevity, tenure, relationships ? “Process” orientation is important since anization structure and the people in the boxes will change over time they always do! ? “Dynamic tension” between Shared Services HR and Business Unit HR personnel ? Business Unit personnel will “go native”, and in many ways they should! ? Revised as customer needs change over time Structure Supports delivery of ? Mix of cyclical, planned deliverables (transactions, reports) and occasional needs (consultation) ? Must be managed accordingly ? One size doesn?t fit all ? Need to be well defined, well understood by customers and “buyable” ? Not ?one big charge? ? Understood in terms of cost and price (given regulatory mandates) ? Will e and go: new needs emerge, some will be outdated or not in demand ? Revised as customer needs change over time Products/ Services Monitored by ? Contracts (or Service Level Agreements) are the market mechanism for buying services ? Service agreements facilitate resource planning how many people and what skills are needed ? Measurable, accountable, meaning