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NCEHRAssessmentProjectFinalPresentationDecember19985/2/20231TableofContentsProjectbackgroundandapproach…………………...Page3

KeyIssues:ChallengesfacingNCEHRtoday…………….……...………..…….Page11 OverarchingIssues,Benchmarks&CustomerSatisfactionLevels NCEToday:Functionbyfunctionanalysis/Strengths&FutureOpportunities - CompensationAdministration - BenefitsAdministration - Payroll/HRIC - Learning - Workforcerelations - Staffing - SafetyandIndustrialHygiene - DisabilityManagement - FieldServicesHROrganizationModelRecommendations.….…………………..……Page44 Recommendedstructureforthefuture RolesandResponsibilities Skills,Competencies&Experiencerequirements

HRTransitionPlanning…………………..Page60 KeySuccessFactors TransitionPlan: 8QuarterTransitionPlanTimeline KeyProjectDescriptionsAppendix…………..……………………...Page72 Product/ServicelocationsinthefutureCorporateCenter/BusinessUnit/SharedServicesmodel DetailedHRTransitionPlan(Excelfile) ExampleServiceLevelAgreementandServiceLevelAgreementDevelopmentApproach5/2/20232ProjectBackground&Approach5/2/20233ProjectObjectives-Confirmingthe“futurestate”visionforNCE’sHumanResourcesorganization,

-ConductingacurrentstateassessmentoftheHRprocesses,organizationandtechnology,

-EvaluatingHR’scustomers’needsandperceptionsofcurrentanddesiredservicelevelsandcompetencies,

-ConductingabenchmarkingstudybasedonsimilarlysizedHRorganizations,

-*DevelopingalistofHRproductsandservicescurrentlyoffered,anddeterminingwithHRleadersthe potentialfuturelocationofHRproductsandservices(CorporateCenter,BusinessUnit,Shared Services)

-ConductingagapanalysisbetweenthecurrentHRprocesses,organizationandtechnologyandthefuture modelofHumanResources,

-DevelopingacompetencymodelfortheHumanResourcesgroupthatreflectsthefuturestate,and

-Developingatransitionplantoimplementthefuturestatedesignwithinaspecifiedtimeframe.ArthurAndersenwasaskedtoworkwithNCE’sHumanResourcesgroupwithaprojecttoassessHR’scurrentstateandtodevelopatransitionplanformovingforward.Ourprimaryobjectivesincluded:*

Addedtoouroriginalscope5/2/20234TheHumanResourcefunctionsincludedinAssessmentprojectincluded:CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesProjectScopeProjectAssumptions-TheHRgroupneedstodeliverproductsandservicesthatmeetcustomers’needsincost,qualityandtime. *ThenewNCEbusinessunitstructurewillonlyincreasethisemphasis-ThemigrationofHRintothenewCorporateCenter,BusinessUnit,SharedServicestructureisevolutionary. *ButHRcan’twaituntilthedustsettlesandthepictureisclear.Thepicturewillcontinuetochange. *InitiallyallHRfunctionswillbeintheSharedServicesgroup.Beginningverysoon,someHRpersonnel(and associatedHRresponsibility,productsandservices)willbededicatedtotheBusinessUnits.-Concentrateonwhatisn’tworkingwell,andfocusonhowtomoveforwardinapositiveway. *Someofourobservationsare“fact-based”,some“experienced-based” *ThegoalistolookforopportunitiestochangeinorderforHRtobetterservecustomers,thendeterminehowto systematicallyimproveperformance

-Learnfromthepast,moveforward *We’veusedpriorwork(i.e.JTeam,KBPI,BusinessPlans,etc.)inouranalysis *Ifthingsaren’tworking,let’ssetanewcourse

-Analysisisimportantbutimplementationiswhereimprovementoccurs *Identifythe“bigthings”,doenoughanalysistoconfirmtheopportunity,thenmoveforward *Ourteamfocusedonprioritizingissues/opportunitiesandrecommendationsthatcanbeimplementedwith measurable

results

Ourteamusedsomeimportantassumptionsascontextforourworkthroughouttheproject:5/2/20236Wedevelopedouranalysisusingaholisticmodel,lookingatthefollowingquestions:HRStrategyDoesHRhaveanappropriatestrategygivenNCE’sbusinessstrategy?WhatisthebestapproachtoimplementHR’sstructureandservicedeliveryobjectives?PeopleHowdoesNCEHR’scompareasanorganizationtoothersimilarHRorganizations?HowshouldHRbeorganizedtobestsupportthebusinessunits?Whatskills/competenciesmodelisrequiredinordertoexecuteyourHRstrategy?BusinessProcessHowareHR’smanagementandservicedeliveryprocessesworking?HowmightourprocessesneedtochangeunderthenewNCEBusinessUnitstructure?Doweunderstandourprocessesandaretheysupportcost,qualityandcycletimeimprovements?TechnologyIsHRusingavailabletechnologyappropriately?ArethereothertechnologiesavailablethatHRcantakeadvantageoftolowercostsand/orimprovequalityandtimelinessofservice?ProjectAnalysisHRStrategyPeopleTechnologyBusinessProcessesNCEStrategyHRCustomersHRCustomers’NeedsAreHR’scustomerssatisfied?Ifnot,whynot?DotheyunderstandwhatHRprovides?HowwilltheirneedschangeunderthenewBusinessUnitstructure?NCEStrategyHowisHRsupportingthecurrentNCE’sstrategicobjectivesandguidingprinciples?HowwillourHRstrategyimpactandbeimpactedbythenewBusinessUnitmodelatNCE?June12,19977HR’sPerspectiveHRCustomerPerspectiveBestPracticesTeamPerspectiveRecommendationsWeusedmanypointsofanalysisinordertogetanintegratedpictureofhowHRisworkingtoday,andtorecommendareasforimprovementthatwouldhelpincreasecustomersatisfaction,improveeffectivenessandefficiency,improvequality,andimprovecostperformanceHRInterviewsHRFocusgroupsCustomersurveyCustomerinterviewsQualitativeviewQuantitative

benchmarksNCEexperienceHRspecificexperienceSupportfunctionResourcesUsed5/2/20238Aworkingphilosophyforthefuture:The“Business-Within-A-Business”concept5/2/20239Determinewhattheydoanddonotneed

Havechoicesforsourcingsupportproducts/services“Make”inBusinessUnitand/orPurchasefromNCESharedServiceand/orPurchaseinthemarketplace

Willbecomemoreastuteconsumers,demandingvalue(thecombinationofcost&quality)andservice(thecombinationofcostandtimelinessofdelivery)

Iftheirneedsaren’tmet,theywillvotewiththeirpocketbookCustomersDriveStrategyisaboutchoices:whatyouwillandwillnotoffertocustomers

Somechoicesarereallynot“choices”i.e.regulatory,Corporatemandated

Itisdifficulttoconcurrentlyworkunder3“strategicmodels”:LowestcostNewproduct/serviceinnovatorCustomerintimate

RevisedascustomerneedschangeovertimeStrategyDictatesFocusoncustomerneeds,translateintobestdeliverystructure

Organizationbuiltaroundskills,competency,experienceasopposedtolongevity,tenure,relationships

“Process”orientationisimportantsinceorganizationstructureandthepeopleintheboxeswillchangeovertime-theyalwaysdo!

“Dynamictension”betweenSharedServicesHRandBusinessUnitHRpersonnelBusinessUnitpersonnelwill“gonative”,andinmanywaystheyshould!

RevisedascustomerneedschangeovertimeStructureSupportsdeliveryofMixofcyclical,planneddeliverables(transactions,reports)andoccasionalneeds(consultation)MustbemanagedaccordinglyOnesizedoesn’tfitall

Needtobewelldefined,wellunderstoodbycustomersand“buyable”Not‘onebigcharge’

Understoodintermsofcostandprice(givenregulatorymandates)

Willcomeandgo:newneedsemerge,somewillbeoutdatedornotindemand

RevisedascustomerneedschangeovertimeProducts/ServicesMonitoredbyContracts(orServiceLevelAgreements)arethemarketmechanismforbuyingservices

Serviceagreementsfacilitateresourceplanning-howmanypeopleandwhatskillsareneeded

Measurable,accountable,meaningful,tiedtoindividualandteamrewardsCostQualityTime

Havean“owner”Who’sresponsible

Ifyoucan’tmeasureit,youcan’tmanageit

RevisedascustomerneedschangeovertimePerformanceMeasuresTounderstandthecontextforourrecommendations,itisimportanttounderstandourassumptionsaboutthepotential“futurestate”ofHRatNCE.WeassumethatHRwillneedtooperateasa“BusinesswithinaBusiness”,drivenbythe“marketeconomy”thattheBusinessUnitcorporatestructureiscreating.ThatareusedtomanagebusinessperformanceinservingBusiness-Within-A-Business5/2/202310KeyIssues:ChallengesfacingNCEHRtoday5/2/202311NCEHRBenchmarkOverviewSomekeyperformanceindicatorsourteamgatheredindicatethatNCE’sHRorganizationtodaydoesnotcomparefavorablytootherHRorganizationsintermsofheadcountandcost,andhasroomforimprovementinmeetingtheneedsofcustomersinthecurrentNCEorganization..NotPerf.SomePerf.MeetNeedsExcellentWhatisthecurrentperformance?ImportanceinmeetingthefutureneedsofNCE?RatioofHRemployeestototalemployeesHRexpenseasapercentofoperatingexpenseCustomerSatisfactionResultsGoodGood=NoGapGood5/2/202312KeyNCEHRIssuesTodayLargerstaffandhighercostinNCEHRcomparedtoothersimilarlysizedorganizations

RatioofHRemployees/totalemployees:SaratogaInstitute*

120:1-(5,000-10,000employees)

94:1-UtilityIndustry

NCE** 79:1ManyNCEHRprofessionalsindicatethattheyareshortstaffed.ReasonsforNCE’sratioareinefficientstructure,processes,useoftechnology,reworkanderrorcorrection

HRoperatingexpenseperemployee:WatsonWyatt:$873 NCE:$2,086***

HRexpenseasapercentofoperatingexpense:Saratoga:.74% NCE:.53%***

HRexpenseperHRFTEs:WatsonWyatt:$70,367 NCE:$98,745***

Theratioofmanagementpersonneltostaffis1:6.2;however,thisratioisunevenlydistributedandthereisopportunitytoreducecostsbyexpandingthespanofcontrolinsomeareas(ex:compensation),andunderthemodifiedHRorganizationalstructuretobediscussedlaterinthepresentation.

*BenchmarksexcludeSafety,IH,PayrollandLearning**FTEcountexcludingcurrenttemporaryemployees***NCEdataisbasedonHRbudgetedoperatingexpenseinthe1998businessplan.ThesenumbersmaycontainorexcludecostcomponentsthatareexcludedorcontainedinthebenchmarksfromWatsonWyattandSaratoga.****ThisnumberisbasedonlyontheHRemployeeswhoresponded,i.e.itisnotextrapolated,andincludesthe12FTEsdetailedintheHRfunctionalgroupanalyses&recommendations.SeveralNCEHRemployeesreportedsignificantamountsofreworkcausedbyreasonssuchasduplication/uncertaintyofresponsibilityandmaintainingstandalonespreadsheetstoworkoutsideofHRizon.Byeliminatingonlythereworkreported,NCEHRcouldfreeuproughly14FTEs****todevotetoothermorevalue-addedwork,(orreduceovertime).5/2/202313InconsistentDailyManagementandPerformanceManagement

Lackofresponsibility,accountabilityandownershipforresultsLackofsoundperformanceexpectationsandmeasurableresults(individualanddepartmental)Lackofperformancemanagementprocesstoidentify,trackandmeasurekeyperformanceindicatorsandbusinessresultsThis“firefighting”modedoesnotallowHRtofocusonstrategicbusinessinitiativesandimprovementopportunitiestosupporttheorganization’sfuturegoalsIneffectiveHRorganizationalstructure

Thecurrentorganizationstructuredoesnotaffordcustomersoptimalservice.CustomersoftencontactbothFieldServicesconsultantsandCoregrouprepresentativestoresolvethesameissue/problem.Qualityofinformationprovidedmayvarybetweenthetwogroups.Activityanalysesindicatessignificantrework(upwardsof40%insomeareas)primarilystemmingfromthisorganizationalissueThereisconfusionaboutroles,responsibilitiesandboundaryissuesbetweenHRorganizationalunits.TherewillbesignificantchallengesintransitionmanagementWhenHRandtheentireorganizationmovethroughthistransition,thereshouldbeafocusonthefollowing:Ensuringon-goingserviceDevelopingservicelevelagreementsIdentifyingandmanagingprocessimprovementsineachfunctionalarea,usingpriorwork(i.e.MSI)Managingthepeoplechange(selection,termination,knowledgemanagement,backfill,etc.)ManagingthefinancialimplicationsofthetransitionIdentifyingaforumtosharebestpracticesacrossbusinessunitsinallHRareasIdentifyingandretainingkeyemployeesEnsuringproperandtimelycommunicationtoassistwithchangeenablementKeyNCEHRIssuescontinued5/2/202314TheHRskills,competenciesandexperiencemaynotmatchcurrentandfuturecustomerrequirementsTheFieldServiceorganizationwasstaffedwithindividualsrangingfromsubjectmatterexpertstosupportpersonnel.ThisresultedinaFieldServiceorganizationcomposedofconsultantswhomaynotpossesstheskillsnormallyassociatedwithanHRgeneralist.Anadequateskills/competenciesmodeldoesnotexisttoassistwithrecruitingqualifiedapplicantsanddeterminingdevelopmentalneedsofcurrentstaff.AstrategicdirectionneedstobedefinedasitrelatestoHumanResourcesunderthenewNCEBusinessUnitoperatingmodel,forexample:DeterminingifbenefitplanscanbedividedbybusinessunitsDeterminingtheimpactofsuchadecision(pliance,legal,planassetdistribution,etc.)HRISisnotintegratedforallareasofHRandcurrenttechnologyisnotfullyutilizedandunderstoodSeveralHRizonmodulesweresuccessfullyimplementedandareprocessingtransactions,however:TherearestillinstanceswherecalculationsaredevelopedoutsideofHRizon(i.e.Excel)anduploadedintoHRizonTapetransferstovendorsarenoterrorfreeHRizondataareroutedthroughtheIBMmainframesystemwhichaddsanadditionaltechnicalprocessingstepindeliveringHRinformationtousersHRusersare/werenotconsistentlytrainedinHRizon,someadmittedlybychoiceKeyNCEHRIssuescontinued5/2/202315CorporateCenterCommodityDeliveryRetailInternationalNCEHRTodayCustomersarenotconsistentlysatisfiedNCEHRhasmorepeopleservingtheline

employeesthancomparativebenchmark

companiesHRrolesandresponsibilitiesunclearDuplication/overlapofeffortbetweenCore,FSMultiplecontactpointsbetweenHRand

customers-customerconfusion&

frustration,HRfrustrationAlthoughprocessmapsexistforHRprocesses,

theyaren’tconsistentlyusedtodrive

continuousimprovement,makecomparisons

tootherHRgroups,measureperformance,or

managethebusinessFSrepresentativestryingtofillgeneralistroles

butsomelackexperience,skills,trainingLackofconsistenttangible,measurable

accountabilityforresultsHRproducts/servicesarenotclearly

defined,communicated,costed,

priced-(Theseareemergingbut

haveawaystogo)HRcustomerscan’tpurchasediscrete,unbundled

HRservicesIssueswithcurrentHRservicedeliveryIfyouacceptthebusiness-within-a-businessconcept,demandsonallNCEsupportorganizations,includingHR,willintensifyinthefutureasBusinessUnitsbecomemoredemandingcustomerswithfreedomtochoosetheirserviceproviders.CustomerdemandswillintensifytheneedtoovercometheissuesfacingHRtoday.NCEHRTodayHRIssuesSummaryWhodoIcontact?Who’sworkingontheissue?Risksofpolicyinfraction?Who’saccountable?VendorHRCoreHRFieldServices5/2/202316LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendations

CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesWhenreviewingthefollowinginformationmanyobservationsmayappeartobecriticalofcurrentpractices.Thenatureoftheseanalysisprojectsfocusesmoreonimprovementopportunitiesthanonwhatisreallyworkingwell.Theimportantquestionstokeepinmindare:

“Canthewaywe’recurrentlyworkingsurvivethetestofcustomerchoice?”

“Areweoperatingasaneffective,competitive‘Business-within-abusinesstoday?”HRFunctionalGroupAnalysis&Recommendations5/2/202317LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendations

CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesCompensation5/2/202318CompensationAnalysisCustomersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:CommunicatingcompensationpoliciesEffectiveandfaircompensationsystemEmployeesnotcompensatedforcompetenciesthataddorganizationalvalue

Keyissuesreportedbydepartmentpersonnelinclude:FilesarenotcompleteandcurrentregardingpositiondescriptionsThereisalackofcommunicationandinformationsharingbetweenHRdepartmentsThereisalackoftrainingforFieldServiceconsultantswhichresultsinFieldServiceconsultantsgivingmanagers“whattheywantinsteadofwhattheyneed”ThejobevaluationsystemisoutdatedandtherearetoomanygradeswithinsalarystructurecausinghairsplittingbetweengradesTechnologysupportislacking;needautomatedjobdescription,incentiveplanadministrationautomation,marketpricingautomation,etc.5/2/202319CompensationRecommendationsStrengthsinclude:Goodunderstandingofthecompany;thedimensionsofthepositionsandhowtheyinter-relateAccomplishedtechnicalabilitiesFutureImprovementOpportunities/Recommendations:EvaluatetherisksandconsequencesofallowingthebusinessunitstoowncompensationpracticesReviewcompensationgradestructure:thismayresultinasimplerstructurewithfewergradesandeaseofadministrationMakeuseofautomationtospeedupprocesses:automatejobdescriptionsandplacethemonthecompanyintranet;automateincentiveplanadministrationandmarketsurveydatabasewhichincludesreceivingmarketsurveyinformationelectronicallyandtrackingtrendsfromyeartoyearelectronicallyDevelop,communicateandenforceNCE-widepolicy/philosophiesconcerningpay,totalcompensationandbasepayvs.incentivepay(below,at,orabovemarket)acrosstheBusinessUnitsByeliminatingreworkreportedinthegroup,Compensationshouldbeabletoeliminateover1.5FTEsofnon-value-addedrework,allowingCompensationpersonneltoworkonothervalue-addedactivities5/2/202320Look停ing累atH坦Rto蓬day榮and苦tomo重rrow賣-I艘deas受abo資utc棗urre趴nta踏ndf狀utur渴est顫ate刮ofN想CEH倒RHRf畫unct離iona厲lgr免oup瓜anal潑yses榨&r繩ecom樹(shù)mend鑒atio鐵nsComp裕ensa蒼tion滋Adm自inis答trat籃ionBene囑fits興Adm提inis屠trat顧ionPay格rol留l/H阻RICLea洗rni腔ngWor盜kfo慌rce霉Re望lat殺ion賀sSta鴉ffi柿ngSaf徐ety框an駝dI夸ndu瓶str姐ial棉Hy蟻gie揮neDis廳abi燭lit粉yM奏ana納gem肯entFie絹ld腐Ser欲vic襲esBen廳efi壟ts4/25跪/202我321Cus鍋tom揉er泛sat捐isf嗓act需ion陶re西sul兵ts:Lar桶ges敢tg集aps跨to直day芒in雄me削eti祖ng撞cur螺ren長(zhǎng)tc砍ust精ome所rn防eed足sa退cco凝rdi具ng塵KnowledgeableandtimelyresponsetobenefitquestionsAccesstosimpleandcompletebenefitinformationFunctioningaseducatorsratherthanrecord-keepersBenchmarkingresults:Customerservicerepresentativeratio*: Foster&Higgins: 1:1500Intel: 1:1333NCE: 1:330*IncludesonlyactiveemployeesKeyissuesreportedbydepartmentpersonnelinclude:NumberandcomplexityofexistingbenefitplansLackoftrainingandeducationfordepartmentmembersonbenefitplansandprocessesProcedureswithinthedepartmentareinconsistentandnotwelldocumentedCustomersandFieldServicesconsultantsarecallingmorethanonedepartmentmemberforproblemresolutionSeveralHRizonandtechnologyissuesexistSomeplansarenotautomatedonHRizon,some“shadowsystems”existoutsideofHRizonEmployeesarenottrainedontheHRizonsystemErrorsinelectronicvendorupdates:updatefilesarecompletelyoverlaidasopposedto“changesonly”Thereisalackofaccessibleinformation(policies,SPDs,planinformation)toallowemployeeself-sufficiency(Customerself-servicecapabilitynotyetimplemented,i.ekiosk,IVRfunctionality)Ben胸efi海ts塔exp正ens摩ep羅er刮FTE絮em巷plo培yee介:Wats餐onW扁yatt寫:厚$6釋,970NCE已:旺$25削,53押2Ben燈efi賽ts勾Ana赤l(xiāng)ys敗is4/25蕉/202擴(kuò)322Str家eng齊ths晴in拜clu醋de:Some伸emp爬loye配esi車nth隱egr并oup比have寫gooFutureImprovementOpportunities/Recommendations:BenefitsPhilosophyandPolicydefinitionAnalyzeanddocumentthecompany’sstrategicdirectionregardingbenefits(i.e.whichplansmaybesubjecttobusinessunitdiscretionvs.NCEcorporatelymandated)Analyzeanddocumentriskandbusinessimplicationsforsuchdecisions(i.e.cost,legal,non-discriminationtesting,etc.)EstablishphilosophyandpolicyguidelinesandmonitorasagroupofHRleadersConductcomplete,detailedBenefitapproachreviewonceBusinessUnitandCorporateHRPhilosophiesandPolicieshavebeendefined,including:Costanalysis(todeterminewhycost/FTEof$25,532greatlyexceedsbenchmarkcostof$6,970)Vendor/planconsolidationOutsourcingofcertainBenefitactivitiesbasedonNCEHRphilosophyandBusinessUnitneedsDevelopacallcenter(usersupportline)toaddressbenefitinquiriesduring(andbeyond)thisHRtransitionCallcenterusersupportmodelappliestootherHRfunctionalareasbeyondBenefitsImplementBenefitinformationsystems(HRizonand/orothertechnologies)toprovideNCEuserswithon-linedirectcapabilityforbenefitenrollment,changes,andbeneficiarydesignationsConductHRizontrainingforBenefitspersonnelandotherappropriatestaffByeliminatingreworkreportedinthegroup,Benefitsshouldbeabletoeliminateover2.5FTEsofnon-value-addedrework,allowingBenefitspersonneltoworkonothervalue-addedactivitiesBene對(duì)fitsRec洲omm削end拐ati栽ons4/25鄰/202品323Look紐奉ing瘋atH賓Rto吹day沒(méi)and仍tomo展rrow界-I征deas晉abo后utc烏urre菌nta導(dǎo)ndf閉utur菊est貪ate肅ofN庸CEH演RHRf拒unct刻iona際lgr酸oup火anal嘉yses完&r穿ecom茂mend帳atio趟nsCom揀pen雞sat炎ion周Ad弓min燈ist預(yù)rat掙ionBene地fits丙Adm日inis厲trat伐ionPayr團(tuán)oll/逝HRICLea萬(wàn)rni報(bào)ngWor票kfo引rce印Re墓lat窗ion宴sStaf滅fingSafe豎tya丹ndI犁ndus悔tria繁lHy粥gien屋eDis圍abi科lit貼yM末ana乳gem扇entFiel番dSe盼rvic降esPay煌rol撇l/H堅(jiān)RIC4/25遷/202溫324Cus捆tom表er哭sat聯(lián)isf答act羅ion蔬re奸sul爐ts:Larg例est醉gaps松tod跪ayi丹nme戴etin編gcu腸rren粗tcu錯(cuò)stom概ern嚴(yán)eeds苗acc峰ordi批ngt糞oth銳ose鵲surv濃eyed蠅:Sim駱ple乖an喇de泊ffi至cie尤nt帖rep鬼ort獨(dú)ing午pr鬼oce暫ssBen努chm琴ark枕ing燃re悄sul云ts:Tot增al六Ann甜ual墻Pa搏yro源ll位Cos團(tuán)tp閣er公Emp授loy辰eeMedi項(xiàng)an$俗163.季23全NCE膛:$1高83.7態(tài)4(3眉rdq償uart覽ile)Tot列al聚Pay炸rol鋪lC配ost直pe干rP勞ayc梅hec上kMed若ian脅:$借4.4兇4程N(yùn)C廁E:大$7拐.22趨(4紋th猛qua鉛rti舅le)香-超(Pe碎rha可ps冊(cè)due繡to獻(xiàn)hi堡gh汗sys冰tem影co獅sts勾)Payr提oll渾Syst蒙ems和Cost謀per古Pay脅chec笛kMedi相an:膨$0.萄34食N侄CE:翅$4.勞28(料beyo漆nd4姐thq四uart請(qǐng)ile)Dir斥ect哪De恥pos村it氣%Med枯ian勇:4惜8%腹NC禽E:鎮(zhèn)82.斑5%害(1s高tq疼uar完til轎e)Key股issu穴esr島epor宮ted李byd嘉epar索tmen鮮tpe短rson便nel節(jié)incl元ude:Ther志eis獅an蒸eed拆for突grea峽ter爆clar缺ity陡inr枯oles餡and殺res堡pons予ibil菊itie腳sbe殘twee路nSh蜻ared仗Ser姜vice問(wèn)s,F匆ield嗎Ser顏vice咽s,H輩RIC,粱and灘IBMHR鬼nee哄ds督to獻(xiàn)wor念km分ore預(yù)as辮a掩tea核m;沙the善re伍is籠too碼mu洋ch啞rew所orkIncr丙ease撿uti障liza唉tion社of片intr財(cái)anet混to械prov榜ide余HRd疏ata喚such框as勾orga施niza工tion舅cha伴rt,滲head惹cou晉nta短ndt窄urno蝴ver陳info依rmat老ionThe活re摘is攝an響eed嗓fo謝rm孟ore吳tr拔ain鳴ing牛an駝dc腎ros莊st喊rai椒nin徑gInco知rrec餅t/in瓦comp議lete拴for位msr扁ecei殊ved閃from衰emp層loye桶esPayr拿oll/逢HRIC衫Ana概lysi賭s4/25拼/202駝325KeyHRizonproblemsandtechnologyissuesSystemcrashesNoon-lineaccountnumbervalidationLearningcurve/trainingTimekeepererrorsintoTEDWronginformationenteredInputerrorStrengthsinclude:CustomerresponsiveWelltrainedandwellorganizedstaffFutureImprovementOpportunities/Recommendations:RolesandresponsibilitiesneedtobeclearlydefinedbetweenNCEHRandIBMHRsupportIdentifyandprioritizetheorganization’stechnologyneedsanddevelopcost/benefitanalysesPayrolllargestcostisitssystemsbuttheycouldbeusedmoreefficientlyfunctionalityenhancementsmayimprovecosteffectiveness.Also,thetimekeeperssubstantiallyincreasethepayrollFTEsandassociatedcost.Considereliminatingthetimekeepersandimplementingasystemwhicheliminatesmultipletimeentry,i.e.eachpersonwouldberesponsibleforenteringhis/herowntimeinthesystemoritwouldbecapturedviathetimeclocksautomatically(i.e.Kronos).Implementtrainingandprocessrootcauseanalysisforpayrolldataentrypersonneltodecreasethenumberoferrorsintheemployeedatabaseandreducerework.Considerreimbursingemployeesthroughpayrollinsteadofissuingthemaseparateaccountspayablecheck.Byeliminatingreworkreportedinthegroup,Payroll/HRICshouldbeabletoeliminateover1.5FTEsofnon-value-addedrework,allowingPayroll/HRICpersonneltoworkonothervalue-addedactivitiesPayr母oll/Recommendations4/25克/202刺326Look吼ing聾atH杏Rto乎day危and旅tomo備rrow剩-I繼deas癥abo怨utc梨urre雕nta且ndf刻utur妄est蹦ate說(shuō)ofN礙CEH生RHR救f(wàn)un寇cti其ona塑lg燒rou羨pa以nal寸yse嚼s&自re僅com喪men軌dat獻(xiàn)ion帥sComp手ensa汁tion唐Adm悲inis暈trat疑ionBene識(shí)fits桃Adm向inis灶Payroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygie