【正文】 tions Staffing Safety and Industrial Hygiene Disability Management Field Services HR Organization Model Remendations.….…………………………………………………………………………………..……Page 44 Remended structure for the future Roles and Responsibilities Skills, Competencies Experience requirements HR Transition Planning………………………………………………………………………………………………………………….. Page 60 Key Success Factors Transition Plan: 8 Quarter Transition Plan Time line Key Project Descriptions Appendix …………………………………………………………..……………………………………………………………………... Page 72 Product/Service locations in the future Corporate Center/Business Unit/Shared Services model Detailed HR Transition Plan (Excel file) Example Service Level Agreement and Service Level Agreement Development Approach 1/20/2023 2 Project Background Approach 1/20/2023 3 Project Objectives Confirming the “future state” vision for NCE?s Human Resources anization, Conducting a current state assessment of the HR processes, anization and technology, Evaluating HR?s customers? needs and perceptions of current and desired service levels and petencies, Conducting a benchmarking study based on similarly sized HR anizations, * Developing a list of HR products and services currently offered, and determining with HR leaders the potential future location of HR products and services (Corporate Center, Business Unit, Shared Services) Conducting a gap analysis between the current HR processes, anization and technology and the future model of Human Resources, Developing a petency model for the Human Resources group that reflects the future state, and Developing a transition plan to implement the future state design within a specified timeframe. Arthur Andersen was asked to work with NCE?s Human Resources group with a project to assess HR?s current state and to develop a transition plan for moving forward. Our primary objectives included: * Added to our original scope 1/20/2023 4 The Human Resource functions included in Assessment project included: ? Compensation Administration ? Benefits Administration ? Payroll/HRIC ? Learning ? Workforce Relations ? Staffing ? Safety and Industrial Hygiene ? Disability Management ? Field Services Project Scope Project Assumptions The HR group needs to deliver products and services that meet customers? needs in cost, quality and time. * The new NCE business unit structure will only increase this emphasis The migration of HR into the new Corporate Center, Business Unit, Shared 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: 1/20/2023 6 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 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