安达信某公司人力资源评估(英文版).ppt

该【安达信某公司人力资源评估(英文版) 】是由【小屁孩】上传分享，文档一共【129】页，该文档可以免费在线阅读，需要了解更多关于【安达信某公司人力资源评估(英文版) 】的内容，可以使用淘豆网的站内搜索功能，选择自己适合的文档，以下文字是截取该文章内的部分文字，如需要获得完整电子版，请下载此文档到您的设备，方便您编辑和打印。NCEHRAssessmentProjectFinalPresentationDecember19982021/10/102021/10/101TableofContentsProjectbackgroundandapproach…………………………………………………………………………………………………...Page3KeyIssues:ChallengesfacingNCEHRtoday…………….……………………...………………………………………..…….Page11 OverarchingIssues,Benchmarks&CustomerSatisfactionLevels NCEToday:Functionbyfunctionanalysis/Strengths&FutureOpportunities - CompensationAdministration - BenefitsAdministration - Payroll/HRIC - Learning - Workforcerelations - Staffing - SafetyandIndustrialHygiene - DisabilityManagement - FieldServicesmendations.….…………………………………………………………………………………..……Page44 mendedstructureforthefuture RolesandResponsibilities petencies&Experiencerequirements HRTransitionPlanning…………………………………………………………………………………………………………………..Page60 essFactors TransitionPlan: 8QuarterTransitionPlanTimeline KeyProjectDescriptionsAppendix…………………………………………………………..……………………………………………………………………...Page72 Product/ServicelocationsinthefutureCorporateCenter/BusinessUnit/SharedServicesmodel DetailedHRTransitionPlan(Excelfile) ExampleServiceLevelAgreementandServiceLevelAgreementDevelopmentApproach2021/10/102021/10/102ProjectBackground&Approach2021/10/102021/10/103ProjectObjectives-Confirmingthe“futurestate”visionforNCE’anization,-anizationandtechnology,-EvaluatingHR’scustomers’petencies,-anizations,-*DevelopingalistofHRproductsandservicescurrentlyoffered,anddeterminingwithHRleadersthe potentialfuturelocationofHRproductsandservices(CorporateCenter,BusinessUnit,Shared Services)-anizationandtechnologyandthefuture modelofHumanResources,-petencymodelfortheHumanResourcesgroupthatreflectsthefuturestate,and-’sHumanResourcesgroupwithaprojecttoassessHR’:*Addedtoouroriginalscope2021/10/102021/10/104TheHumanResourcefunctionsincludedinAssessmentprojectincluded:CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesProjectScope2021/10/102021/10/105ProjectAssumptions-TheHRgroupneedstodeliverproductsandservicesthatmeetcustomers’needsincost,qualityandtime. *ThenewNCEbusinessunitstructurewillonlyincreasethisemphasis-ThemigrationofHRintothenewCorporateCenter,BusinessUnit,SharedServicestructureisevolutionary. *ButHRcan’. *,someHRpersonnel(and associatedHRresponsibility,productsandservices)willbededicatedtotheBusinessUnits.-Concentrateonwhatisn’tworkingwell,andfocusonhowtomoveforwardinapositiveway. *Someofourobservationsare“fact-based”,some“experienced-based” *ThegoalistolookforopportunitiestochangeinorderforHRtobetterservecustomers,thendeterminehowto systematicallyimproveperformance-Learnfromthepast,moveforward *We’veusedpriorwork(,KBPI,BusinessPlans,etc.)inouranalysis *Ifthingsaren’tworking,let’ssetanewcourse -urs *Identifythe“bigthings”,doenoughanalysistoconfirmtheopportunity,thenmoveforward *Ourteamfocusedonprioritizingissues/mendationsthatcanbeimplementedwith measurableresultsOurteamusedsomeimportantassumptionsascontextforourworkthroughouttheproject:2021/10/102021/10/106Wedevelopedouranalysisusingaholisticmodel,lookingatthefollowingquestions:HRStrategyDoesHRhaveanappropriatestrategygivenNCE’sbusinessstrategy?WhatisthebestapproachtoimplementHR’sstructureandservicedeliveryobjectives?PeopleHowdoesNCEHR’anizations?anizedtobestsupportthebusinessunits?petenciesmodelisrequiredinordertoexecuteyourHRstrategy?BusinessProcessHowareHR’smanagementandservicedeliveryprocessesworking?HowmightourprocessesneedtochangeunderthenewNCEBusinessUnitstructure?Doweunderstandourprocessesandaretheysupportcost,qualityandcycletimeimprovements?TechnologyIsHRusingavailabletechnologyappropriately?ArethereothertechnologiesavailablethatHRcantakeadvantageoftolowercostsand/orimprovequalityandtimelinessofservice?ProjectAnalysisHRStrategyPeopleTechnologyBusinessProcessesNCEStrategyHRCustomersHRCustomers’NeedsAreHR’scustomerssatisfied?Ifnot,whynot?DotheyunderstandwhatHRprovides?HowwilltheirneedschangeunderthenewBusinessUnitstructure?NCEStrategyHowisHRsupportingthecurrentNCE’sstrategicobjectivesandguidingprinciples?HowwillourHRstrategyimpactandbeimpactedbythenewBusinessUnitmodelatNCE?2021/10/102021/10/107HR’sPerspectiveHRCustomerPerspectiveBestPracticesTeamPerspectivemendationsWeusedmanypointsofanalysisinordertogetanintegratedpictureofhowHRisworkingtoday,mendareasforimprovementthatwouldhelpincreasecustomersatisfaction,improveeffectivenessandefficiency,improvequality,andimprovecostperformanceHRInterviewsHRFocusgroupsCustomersurveyCustomerinterviewsQualitativeviewQuantitativebenchmarksNCEexperienceHRspecificexperienceSupportfunctionResourcesUsed2021/10/102021/10/108Aworkingphilosophyforthefuture:The“Business-Within-A-Business”concept2021/10/102021/10/109DeterminewhattheydoanddonotneedHavechoicesforsourcingsupportproducts/services“Make”inBusinessUnitand/orPurchasefromNCESharedServiceand/orPurchaseinthemarketplaceemoreastuteconsumers,demandingvalue(binationofcost&quality)andservice(binationofcostandtimelinessofdelivery)Iftheirneedsaren’tmet,theywillvotewiththeirpocketbookCustomersDriveStrategyisaboutchoices:whatyouwillandwillnotoffertocustomersSomechoicesarereallynot“choices”,CorporatemandatedItisdifficulttoconcurrentlyworkunder3“strategicmodels”:LowestcostNewproduct/serviceinnovatorCustomerintimateRevisedascustomerneedschangeovertimeStrategyDictatesFocusoncustomerneeds,translateintobestdeliverystructurepetency,experienceasopposedtolongevity,tenure,relationships“Process”anizationstructureandthepeopleintheboxeswillchangeovertime-theyalwaysdo!“Dynamictension”betweenSharedServicesHRandBusinessUnitHRpersonnelBusinessUnitpersonnelwill“gonative”,andinmanywaystheyshould!RevisedascustomerneedschangeovertimeStructureSupportsdeliveryofMixofcyclical,planneddeliverables(transactions,reports)asionalneeds(consultation)ordinglyOnesizedoesn’tfitallNeedtobewelldefined,wellunderstoodbycustomersand“buyable”Not‘onebigcharge’Understoodintermsofcostandprice(givenregulatorymandates)eandgo:newneedsemerge,somewillbeoutdatedornotindemandRevisedascustomerneedschangeovertimeProducts/ServicesMonitoredbyContracts(orServiceLevelAgreements)arethemarketmechanismforbuyingservicesServiceagreementsfacilitateresourceplanning-howmanypeopleandwhatskillsareneededMeasurable,accountable,meaningful,tiedtoindividualandteamrewardsCostQualityTimeHavean“owner”Who’sresponsibleIfyoucan’tmeasureit,youcan’tmanageitRevisedascustomerneedschangeovertimePerformanceMeasuresmendations,itisimportanttounderstandourassumptionsaboutthepotential“futurestate”“BusinesswithinaBusiness”,drivenbythe“marketeconomy”-Within-A-Business2021/10/102021/10/1010