文档介绍：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…………………………………………………………………………………………………...Page3 KeyIssues: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,andimprovecostperformanceHRInterviewsHRFocusgroupsCustomersurveyCustomerinterviewsQualitativeviewQuantitative benchmarksNCEexperienceHRspecificexperienceSupportfunctionResourcesUsed2021/10/102021/10/108Aworkingphilosophyforthefuture:The“Business-Within-A-Business”concept2021/10/102021/10/109Determinewhattheydoanddonotneed Havechoicesforsourcingsupportproducts/services“Make”inBusinessUnitand/orPurchasefromNCESharedServiceand/orPurchaseinthemarketplace emoreastuteconsumers,demandingvalue(binationofcost&quality)andservice(binationofcostandtimelinessofdelivery) Iftheirneedsaren’tmet,theywillvotewiththeirpocketbookCustomersDriveStrategyisaboutchoices:whatyouwillandwillnotoffertocustomers Somechoicesarereallynot“choices”,Corporatemandated Itisdifficulttoconcurrentlyworkunder3“strategicmodels”:LowestcostNewproduct/serviceinnovatorCustomerintimate RevisedascustomerneedschangeovertimeStrategyDictatesFocusoncustomerneeds,translateintobestdeliverystructure petency,experienceasopposedtolongevity,tenure,relationships “Process”anizationstructureandthepeopleintheboxeswillchangeovertime-theyalwaysdo! “Dynamictension”betweenSharedServicesHRandBusinessUnitHRpersonnelBusinessUnitpersonnelwill“gonative”,andinmanywaystheyshould! RevisedascustomerneedschangeovertimeStructureSupportsdeliveryofMixofcyclical,planneddeliverables(transactions,reports)asionalneeds(consultation)ordinglyOnesizedoesn’tfitall Needtobewelldefined,wellunderstoodbycustomersand“buyable”Not‘onebigcharge’ Understoodintermsofcostandprice(givenregulatorymandates) eandgo:newneedsemerge,somewillbeoutdatedornotindemand RevisedascustomerneedschangeovertimeProducts/ServicesMonitoredbyContracts(orServiceLevelAgreements)arethemarketmechanismforbuyingservices Serviceagreementsfacilitateresourceplanning-howmanypeopleandwhatskillsareneeded Measurable,accountable,meaningful,tiedtoindividualandteamrewardsCostQualityTime Havean“owner”Who’sresponsible Ifyoucan’tmeasureit,youcan’tmanageit RevisedascustomerneedschangeovertimePerformanceMeasuresmendations,itisimportanttounderstandourassumptionsaboutthepotential“futurestate”“BusinesswithinaBusiness”,drivenbythe“marketeconomy”-Within-A-Business2021/10/102021/10/1010