罗兰贝格--ncehrassessmentproject(编辑修改稿)

罗兰贝格--ncehrassessmentproject(编辑修改稿)内容摘要：

94:1 Utility Industry NCE** 79:1 • Many NCE HR professionals indicate that they are short staffed. • Reasons for NCE‟s ratio are inefficient structure, processes, use of technology, rework and error correction • HR operating expense per employee: Watson Wyatt: $873 NCE: $2,086*** • HR expense as a percent of operating expense: Saratoga: .74% NCE: .53%*** • HR expense per HR FTEs: Watson Wyatt: $70,367 NCE: $98,745*** • The ratio of management personnel to staff is 1:。 however, this ratio is unevenly distributed and there is opportunity to reduce costs by expanding the span of control in some areas (ex: pensation), and under the modified HR anizational structure to be discussed later in the presentation. • * Benchmarks exclude Safety, IH, Payroll and Learning ** FTE count excluding current temporary employees *** NCE data is based on HR budgeted operating expense in the 1998 business plan. These numbers may contain or exclude cost ponents that are excluded or contained in the benchmarks from Watson Wyatt and Saratoga. **** This number is based only on the HR employees who responded, . it is not extrapolated, and includes the 12 FTEs detailed in the HR functional group analyses amp。 remendations. Several NCE HR employees reported significant amounts of rework caused by reasons such as duplication/uncertainty of responsibility and maintaining standalone spreadsheets to work outside of HRizon. By eliminating only the rework reported, NCE HR could free up roughly 14 FTEs**** to devote to other more valueadded work, (or reduce overtime). For Discussion Only Do Not Duplicate Do Not Distribute Printed on: 7/6/2020 Page 14 • Inconsistent Daily Management and Performance Management • Lack of responsibility, accountability and ownership for results • Lack of sound performance expectations and measurable results (individual and departmental) • Lack of performance management process to identify, track and measure key performance indicators and business results • This “fire fighting” mode does not allow HR to focus on strategic business initiatives and improvement opportunities to support the anization‟s future goals • Ineffective HR anizational structure • The current anization structure does not afford customers optimal service. Customers often contact both Field Services consultants and Core group representatives to resolve the same issue/problem. Quality of information provided may vary between the two groups. • Activity analyses indicates significant rework (upwards of 40% in some areas) primarily stemming from this anizational issue • There is confusion about roles, responsibilities and boundary issues between HR anizational units. • There will be significant challenges in transition management • When HR and the entire anization move through this transition, there should be a focus on the following: • Ensuring ongoing service • Developing service level agreements • Identifying and managing process improvements in each functional area, using prior work (. MSI) • Managing the people change (selection, termination, knowledge management, backfill, etc.) • Managing the financial implications of the transition • Identifying a forum to share best practices across business units in all HR areas • Identifying and retaining key employees • Ensuring proper and timely munication to assist with change enablement Key NCE HR Issues continued For Discussion Only Do Not Duplicate Do Not Distribute Printed on: 7/6/2020 Page 15 • The HR skills, petencies and experience may not match current and future customer requirements • The Field Service anization was staffed with individuals ranging from subject matter experts to support personnel. This resulted in a Field Service anization posed of consultants who may not possess the skills normally associated with an HR generalist. • An adequate skills/petencies model does not exist to assist with recruiting qualified applicants and determining developmental needs of current staff. • A strategic direction needs to be defined as it relates to Human Resources under the new NCE Business Unit operating model, for example: • Determining if benefit plans can be divided by business units • Determining the impact of such a decision (. pliance, legal, plan asset distribution, etc.) • HRIS is not integrated for all areas of HR and current technology is not fully utilized and understood • Several HRizon modules were successfully implemented and are processing transactions, however: • There are still instances where calculations are developed outside of HRizon (. Excel) and uploaded into HRizon • Tape transfers to vendors are not error free • HRizon data are routed through the IBM mainframe system which adds an additional technical processing step in delivering HR information to users • HR users are/were not consistently trained in HRizon, some admittedly by choice Key NCE HR Issues continued For Discussion Only Do Not Duplicate Do Not Distribute Printed on: 7/6/2020 Page 16 Corporate Center Commodity Delivery Retail International NCE HR Today • Customers are not consistently satisfied • NCE HR has more people serving the line employees than parative benchmark panies • HR roles and responsibilities unclear • Duplication/overlap of effort between Core, FS • Multiple contact points between HR and customers customer confusion amp。 frustration, HR frustration • Although process maps exist for HR processes, they aren‟t consistently used to drive continuous improvement, make parisons to other HR groups, measure performance, or manage the business • FS representatives trying to fill generalist roles but some lack experience, skills, training • Lack of consistent tangible, measurable accountability fo。