【正文】 ot Duplicate Do Not Distribute Printed on: June 12, 1997 Page 7 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? For Discussion Only Do Not Duplicate Do Not Distribute Printed on: 7/6/2020 Page 8 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 For Discussion Only Do Not Duplicate Do Not Distribute Printed on: 7/6/2020 Page 9 A working philosophy for the future: The “BusinessWithinABusiness” concept For Discussion Only Do Not Duplicate Do Not Distribute Printed on: 7/6/2020 Page 10 ? 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 amp。 Future Opportunities Compensation Administration Benefits Administration Payroll/HRIC Learning Workforce relations 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 amp。For Discussion Only Do Not Duplicate Do Not Distribute Printed on: 7/6/2020 Page 1 NCE HR Assessment Project Final Presentation December 1998 For Discussion Only Do Not Duplicate Do Not Distribute Printed on: 7/6/2020 Page 2 Table of Contents Project background and approach …………………………………………………………………………………………………... Page 3 Key Issues: Challenges facing NCE HR today …………….……………………...……………………………………….……. Page 11 Overarching Issues, Benchmarks amp。 Customer Satisfaction Levels NCE Today: Function by function analysis/Strengths amp。 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 For Discussion Only Do Not Duplicate Do Not Distribute Printed on: 7/6/2020 Page 3 Project Background amp。 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