【正文】 Benefits personnel to work on other valueadded activities Benefits Remendations 23 Looking at HR today and tomorrow Ideas about current and future state of NCE HR HR functional group analyses remendations ? Compensation Administration ? Benefits Administration ? Payroll/HRIC ? Learning ? Workforce Relations ? Staffing ? Safety and Industrial Hygiene ? Disability Management ? Field Services Payroll/HRIC 24 ? Customer satisfaction results: ? Largest gaps today in meeting current customer needs according to those surveyed: ? Simple and efficient reporting process ? Benchmarking results: ? Total Annual Payroll Cost per Employee ? Median $ NCE: $ (3rd quartile) ? Total Payroll Cost per Paycheck ? Median: $ NCE: $ (4th quartile) (Perhaps due to high system costs) ? Payroll Systems Cost per Paycheck ? Median: $ NCE: $ (beyond 4th quartile) ? Direct Deposit % ? Median: 48% NCE: % (1st quartile) ? Key issues reported by department personnel include: ? There is a need for greater clarity in roles and responsibilities between Shared Services, Field Services, HRIC, and IBM ? HR needs to work more as a team。 there is too much rework ? Increase utilization of intra to provide HR data such as anization chart, head count and turnover information ? There is a need for more training and cross training ? Incorrect/inplete forms received from employees Payroll/HRIC Analysis 25 ? Key issues reported by department personnel include (Continued): ? HRizon problems and technology issues ? System crashes ? No online account number validation ? Learning curve/training ? Time keeper errors into TED ? Wrong information entered ? Input error ? Strengths include: ? Customer responsive ? Well trained and well anized staff ? Future Improvement Opportunities/Remendations: ? Roles and responsibilities need to be clearly defined between NCE HR and IBM HR support ? Identify and prioritize the anization?s technology needs and develop cost/benefit analyses ? Payroll largest cost is its systems but they could be used more efficiently functionality enhancements may improve cost effectiveness. Also, the timekeepers substantially increase the payroll FTEs and associated cost. ? Consider eliminating the timekeepers and implementing a system which eliminates multiple time entry, . each person would be responsible for entering his/her own time in the system or it would be captured via the time clocks automatically (. Kronos). ? Implement training and process root cause analysis for payroll data entry personnel to decrease the number of errors in the employee database and reduce rework. ? Consider reimbursing employees through payroll instead of issuing them a separate accounts payable check. ? By eliminating rework reported in the group, Payroll/HRIC should be able to eliminate over FTEs of nonvalueadded rework, allowing Payroll/HRIC personnel to work on other valueadded activities Payroll/HRIC Remendations 26 Looking at HR today and tomorrow Ideas about current and future state of NCE HR HR functional group analyses remendations ? Compensation Administration ? Benefits Administration ? Payroll/HRIC ? Learning ? Workforce Relations ? Staffing ? Safety and Industrial Hygiene ? Disability Management ? Field Services Learning 27 Learning Analysis ? Customer satisfaction results: ? Largest gaps today in meeting current customer needs according to those surveyed: ? Timely employee development and career planning ? Systematic and standardized training program for employees ? Proper training necessary to support business requirements ? Effective, timely, and consistent training ? Employee/manager feedback for future training needs ? Benchmarking results: ? Percent of total employees trained: ? Saratoga: % ? NCE unable to provide data ? Key issues reported by department personnel include: ? There is confusion between the roles of the Business Units, Field Services and Learning Systems ? Field Services currently “interprets” Business Units? needs to Learning Systems which causes mis information and rework. ? Learning Systems develops programs by customers requests and then Business Units are unable to fund and therefore implement ? Lack of technology support would like to do some training over the intra and inter ? Currently, Learning Systems develops training, but has no control over delivery methods or quality ? Field Services consultants may not have training skills ? Rework of training content due lack of SMEs on development team, therefore course content must be reworked ?Training cost as a percent of operating expense ? Saratoga: .55% ? NCE unable to provide data 28 ? Strengths include: ? Take on creative and innovative projects such as implementing puter based training and the NCE intra ? Future Improvement Opportunities/Remendations: ? * Conduct anizational needs analysis, prioritize training needs, focus learning programs on petency gaps identified, and control quality of delivery ? * Reevaluate cost effectiveness and quality of training in outsourcing vs. insourcing scenarios ? If evaluation is positive for the learning group, an NCE University or Learning Center could be developed including opportunity for self managed training ? * Determine mandatory (. sexual harassment, corporate code of ethics) vs. optional training, and develop delivery methods and timing for each category ? * Maintain a central database of approved vendors who meet preestablished vendor criteria ? Strengthen security over training records to alleviate the problem of employees changing their scores in CBT or putting in scores for employees who were not in the training course ? Develop ways to evaluate effectiveness of tra