安达信做的某公司人力资源评估方案.ppt
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安达信做的某公司人力资源评估方案.ppt
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Printedon:
11/18/2023,Page1,NCEHRAssessmentProject,FinalPresentationDecember1998,Printedon:
11/18/2023,Page2,TableofContents,Projectbackgroundandapproach.Page3KeyIssues:
ChallengesfacingNCEHRtoday.Page11OverarchingIssues,Benchmarks&CustomerSatisfactionLevelsNCEToday:
Functionbyfunctionanalysis/Strengths&FutureOpportunities-CompensationAdministration-BenefitsAdministration-Payroll/HRIC-Learning-Workforcerelations-Staffing-SafetyandIndustrialHygiene-DisabilityManagement-FieldServicesHROrganizationModelRecommendations.Page44RecommendedstructureforthefutureRolesandResponsibilitiesSkills,Competencies&ExperiencerequirementsHRTransitionPlanning.Page60KeySuccessFactorsTransitionPlan:
8QuarterTransitionPlanTimelineKeyProjectDescriptionsAppendix.Page72Product/ServicelocationsinthefutureCorporateCenter/BusinessUnit/SharedServicesmodelDetailedHRTransitionPlan(Excelfile)ExampleServiceLevelAgreementandServiceLevelAgreementDevelopmentApproach,Printedon:
11/18/2023,Page3,ProjectBackground&Approach,Printedon:
11/18/2023,Page4,ProjectObjectives,ArthurAndersenwasaskedtoworkwithNCEsHumanResourcesgroupwithaprojecttoassessHRscurrentstateandtodevelopatransitionplanformovingforward.Ourprimaryobjectivesincluded:
*Addedtoouroriginalscope,Printedon:
TheHumanResourcefunctionsincludedinAssessmentprojectincluded:
CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServices,ProjectScope,Printedon:
11/18/2023,Page6,ProjectAssumptions,Ourteamusedsomeimportantassumptionsascontextforourworkthroughouttheproject:
Printedon:
June12,1997,Page7,Wedevelopedouranalysisusingaholisticmodel,lookingatthefollowingquestions:
HRStrategyDoesHRhaveanappropriatestrategygivenNCEsbusinessstrategy?
WhatisthebestapproachtoimplementHRsstructureandservicedeliveryobjectives?
PeopleHowdoesNCEHRscompareasanorganizationtoothersimilarHRorganizations?
HowshouldHRbeorganizedtobestsupportthebusinessunits?
Whatskills/competenciesmodelisrequiredinordertoexecuteyourHRstrategy?
BusinessProcessHowareHRsmanagementandservicedeliveryprocessesworking?
HowmightourprocessesneedtochangeunderthenewNCEBusinessUnitstructure?
Doweunderstandourprocessesandaretheysupportcost,qualityandcycletimeimprovements?
TechnologyIsHRusingavailabletechnologyappropriately?
ArethereothertechnologiesavailablethatHRcantakeadvantageoftolowercostsand/orimprovequalityandtimelinessofservice?
ProjectAnalysis,HRCustomersNeedsAreHRscustomerssatisfied?
Ifnot,whynot?
DotheyunderstandwhatHRprovides?
HowwilltheirneedschangeunderthenewBusinessUnitstructure?
NCEStrategyHowisHRsupportingthecurrentNCEsstrategicobjectivesandguidingprinciples?
HowwillourHRstrategyimpactandbeimpactedbythenewBusinessUnitmodelatNCE?
Printedon:
11/18/2023,Page8,HRsPerspective,HRCustomerPerspective,BestPractices,TeamPerspective,Recommendations,WeusedmanypointsofanalysisinordertogetanintegratedpictureofhowHRisworkingtoday,andtorecommendareasforimprovementthatwouldhelpincreasecustomersatisfaction,improveeffectivenessandefficiency,improvequality,andimprovecostperformance,HRInterviewsHRFocusgroups,CustomersurveyCustomerinterviews,QualitativeviewQuantitativebenchmarks,NCEexperienceHRspecificexperienceSupportfunction,ResourcesUsed,Printedon:
11/18/2023,Page9,Aworkingphilosophyforthefuture:
The“Business-Within-A-Business”concept,Printedon:
11/18/2023,Page10,DeterminewhattheydoanddonotneedHavechoicesforsourcingsupportproducts/services“Make”inBusinessUnitand/orPurchasefromNCESharedServiceand/orPurchaseinthemarketplaceWillbecomemoreastuteconsumers,demandingvalue(thecombinationofcost&quality)andservice(thecombinationofcostandtimelinessofdelivery)Iftheirneedsarentmet,theywillvotewiththeirpocketbook,Customers,Drive,Strategyisaboutchoices:
whatyouwillandwillnotoffertocustomersSomechoicesarereallynot“choices”i.e.regulatory,CorporatemandatedItisdifficulttoconcurrentlyworkunder3“strategicmodels”:
LowestcostNewproduct/serviceinnovatorCustomerintimateRevisedascustomerneedschangeovertime,Dictates,Focusoncustomerneeds,translateintobestdeliverystructureOrganizationbuiltaroundskills,competency,experienceasopposedtolongevity,tenure,relationships“Process”orientationisimportantsinceorganizationstructureandthepeopleintheboxeswillchangeovertime-theyalwaysdo!
“Dynamictension”betweenSharedServicesHRandBusinessUnitHRpersonnelBusinessUnitpersonnelwill“gonative”,andinmanywaystheyshould!
Revisedascustomerneedschangeovertime,Supportsdeliveryof,Mixofcyclical,planneddeliverables(transactions,reports)andoccasionalneeds(consultation)MustbemanagedaccordinglyOnesizedoesntfitallNeedtobewelldefined,wellunderstoodbycustomersand“buyable”NotonebigchargeUnderstoodintermsofcostandprice(givenregulatorymandates)Willcomeandgo:
newneedsemerge,somewillbeoutdatedornotindemandRevisedascustomerneedschangeovertime,Monitoredby,Contracts(orServiceLevelAgreements)arethemarketmechanismforbuyingservicesServiceagreementsfacilitateresourceplanning-howmanypeopleandwhatskillsareneededMeasurable,accountable,meaningful,tiedtoindividualandteamrewardsCostQualityTimeHavean“owner”WhosresponsibleIfyoucantmeasureit,youcantmanageitRevisedascustomerneedschangeovertime,Tounderstandthecontextforourrecommendations,itisimportanttounderstandourassumptionsaboutthepotential“futurestate”ofHRatNCE.WeassumethatHRwillneedtooperateasa“BusinesswithinaBusiness”,drivenbythe“marketeconomy”thattheBusinessUnitcorporatestructureiscreating.,Thatareusedtomanagebusinessperformanceinserving,Business-Within-A-Business,Printedon:
11/18/2023,Page11,KeyIssues:
ChallengesfacingNCEHRtoday,Printedon:
11/18/2023,Page12,NCEHRBenchmarkOverview,SomekeyperformanceindicatorsourteamgatheredindicatethatNCEsHRorganizationtodaydoesnotcomparefavorablytootherHRorganizationsintermsofheadcountandcost,andhasroomforimprovementinmeetingtheneedsofcustomersinthecurrentNCEorganization.,NotPerf.,SomePerf.,MeetNeeds,Excellent,Whatisthecurrentperformance?
ImportanceinmeetingthefutureneedsofNCE?
RatioofHRemployeestototalemployees,HRexpenseasapercentofoperatingexpense,CustomerSatisfactionResults,Good,Good=NoGap,Good,Printedon:
11/18/2023,Page13,KeyNCEHRIssuesToday,SeveralNCEHRemployeesreportedsignificantamountsofreworkcausedbyreasonssuchasduplication/uncertaintyofresponsibilityandmaintainingstandalonespreadsheetstoworkoutsideofHRizon.Byeliminatingonlythereworkreported,NCEHRcouldfreeuproughly14FTEs*todevotetoothermorevalue-addedwork,(orreduceovertime).,Printedon:
11/18/2023,Page14,InconsistentDailyManagementandPerformanceManagementLackofresponsibility,accountabilityandownershipforresultsLackofsoundperformanceexpectationsandmeasurableresults(individualanddepartmental)Lackofperformancemanagementprocesstoidentify,trackandmeasurekeyperformanceindicatorsandbusinessresultsThis“firefighting”modedoesnotallowHRtofocusonstrategicbusinessinitiativesandimprovementopportunitiestosupporttheorganizationsfuturegoalsIneffectiveHRorganizationalstructureThecurrentorganizationstructuredoesnotaffordcustomersoptimalservice.CustomersoftencontactbothFieldServicesconsultantsandCoregrouprepresentativestoresolvethesameissue/problem.Qualityofinformationprovidedmayvarybetweenthetwogroups.Activityanalysesindicatessignificantrework(upwardsof40%insomeareas)primarilystemmingfromthisorganizationalissueThereisconfusionaboutroles,responsibilitiesandboundaryissuesbetweenHRorganizationalunits.TherewillbesignificantchallengesintransitionmanagementWhenHRandtheentireorganizationmovethroughthistransition,thereshouldbeafocusonthefollowing:
Ensuringon-goingserviceDevelopingservicelevelagreementsIdentifyingandmanagingprocessimprovementsineachfunctionalarea,usingpriorwork(i.e.MSI)Managingthepeoplechange(selection,termination,knowledgemanagement,backfill,etc.)ManagingthefinancialimplicationsofthetransitionIdentifyingaforumtosharebestpracticesacrossbusinessunitsinallHRareasIdentifyingandretainingkeyemployeesEnsuringproperandtimelycommunicationtoassistwithchangeenablement,KeyNCEHRIssuescontinued,Printedon:
11/18/2023,Page15,TheHRskills,competenciesandexperiencemaynotmatchcurrentandfuturecustomerrequirementsTheFieldServiceorganizationwasstaffedwithindividualsrangingfromsubjectmatterexpertstosupportpersonnel.ThisresultedinaFieldServiceorganizationcomposedofconsultantswhomaynotpossesstheskillsnormallyassociatedwithanHRgeneralist.Anadequateskills/competenciesmodeldoesnotexisttoassistwithrecruitingqualifiedapplicantsanddeterminingdevelopmentalneedsofcurrentstaff.AstrategicdirectionneedstobedefinedasitrelatestoHumanResourcesunderthenewNCEBusinessUnitoperatingmodel,forexample:
DeterminingifbenefitplanscanbedividedbybusinessunitsDeterminingtheimpactofsuchadecision(pliance,legal,planassetdistribution,etc.)HRISisnotintegratedforallareasofHRandcurrenttechnologyisnotfullyutilizedandunderstoodSeveralHRizonmodulesweresuccessfullyimplementedandareprocessingtransactions,however:
TherearestillinstanceswherecalculationsaredevelopedoutsideofHRizon(i.e.Excel
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