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NCEHRAssessmentProjectFinalPresentationDecember199812/20/20221TableofContentsProjectbackgroundandapproach…………………...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) ExampleServiceLevelAgreementandServiceLevelAgreementDevelopmentApproach12/20/20222ProjectBackground&Approach12/20/20223ProjectObjectives-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:*Addedtoouroriginalscope12/20/20224TheHumanResourcefunctionsincludedinAssessmentprojectincluded: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:12/20/20226Wedevelopedouranalysisusingaholisticmodel,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

benchmarksNCEexperienceHRspecificexperienceSupportfunctionResourcesUsed12/20/20228Aworkingphilosophyforthefuture:The“Business-Within-A-Business”concept12/20/20229Determinewhattheydoanddonotneed

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-Business12/20/202210KeyIssues:ChallengesfacingNCEHRtoday12/13/202211NCEHRBenchmarkOverviewSomekeyperformanceindicatorsourteamgatheredindicatethatNCE’sHRorganizationtodaydoesnotcomparefavorablytootherHRorganizationsintermsofheadcountandcost,andhasroomforimprovementinmeetingtheneedsofcustomersinthecurrentNCEorganization..NotPerf.SomePerf.MeetNeedsExcellentWhatisthecurrentperformance?ImportanceinmeetingthefutureneedsofNCE?RatioofHRemployeestototalemployeesHRexpenseasapercentofoperatingexpenseCustomerSatisfactionResultsGoodGood=NoGapGood12/13/202212KeyNCEHRIssuesTodayLargerstaffandhighercostinNCEHRcomparedtoothersimilarlysizedorganizations

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).12/13/202213InconsistentDailyManagementandPerformanceManagementLackofresponsibility,accountabilityandownershipforresultsLackofsoundperformanceexpectationsandmeasurableresults(individualanddepartmental)Lackofperformancemanagementprocesstoidentify,trackandmeasurekeyperformanceindicatorsandbusinessresultsThis““firefighting”modedoesnotallowHRtofocusonstrategicbusinessinitiativesandimprovementopportunitiestosupporttheorganization’sfuturegoalsIneffectiveHRorganizationalstructureThecurrentorganizationstructuredoesnotaffordcustomersoptimalservice.CustomersoftencontactbothFieldServicesconsultantsandCoregrouprepresentativestoresolvethesameissue/problem.Qualityofinformationprovidedmayvarybetweenthetwogroups.Activityanalysesindicatessignificantrework(upwardsof40%insomeareas)primarilystemmingfromthisorganizationalissueThereisconfusionaboutroles,responsibilitiesandboundaryissuesbetweenHRorganizationalunits.TherewillbesignificantchallengesintransitionmanagementWhenHRandtheentireorganizationmovethroughthistransition,thereshouldbeafocusonthefollowing:Ensuringon-goingserviceDevelopingservicelevelagreementsIdentifyingandmanagingprocessimprovementsineachfunctionalarea,usingpriorwork(i.e.MSI)Managingthepeoplechange(selection,termination,knowledgemanagement,backfill,etc.)ManagingthefinancialimplicationsofthetransitionIdentifyingaforumtosharebestpracticesacrossbusinessunitsinallHRareasIdentifyingandretainingkeyemployeesEnsuringproperandtimelycommunicationtoassistwithchangeenablementKeyNCEHRIssuescontinued12/13/202214TheHRskills,competenciesandexperiencemaynotmatchcurrentandfuturecustomerrequirementsTheFieldServiceorganizationwasstaffedwithindividualsrangingfromsubjectmatterexpertstosupportpersonnel.ThisresultedinaFieldServiceorganizationcomposedofconsultantswhomaynotpossesstheskillsnormallyassociatedwithanHRgeneralist.Anadequateskills/competenciesmodeldoesnotexisttoassistwithrecruitingqualifiedapplicantsanddeterminingdevelopmentalneedsofcurrentstaff.AstrategicdirectionneedstobedefinedasitrelatestoHumanResourcesunderthenewNCEBusinessUnitoperatingmodel,forexample:DeterminingifbenefitplanscanbedividedbybusinessunitsDeterminingtheimpactofsuchadecision(pliance,legal,planassetdistribution,etc.)HRISisnotintegratedforallareasofHRandcurrenttechnologyisnotfullyutilizedandunderstoodSeveralHRizonmodulesweresuccessfullyimplementedandareprocessingtransactions,however:TherearestillinstanceswherecalculationsaredevelopedoutsideofHRizon(i.e.Excel)anduploadedintoHRizonTapetransferstovendorsarenoterrorfreeHRizondataareroutedthroughtheIBMmainframesystemwhichaddsanadditionaltechnicalprocessingstepindeliveringHRinformationtousersHRusersare/werenotconsistentlytrainedinHRizon,someadmittedlybychoiceKeyNCEHRIssuescontinued12/13/202215CorporateCenterCommodityDeliveryRetailInternationalNCEHRTodayCustomersarenotconsistentlysatisfiedNCEHRhasmorepeopleservingthelineemployeesthancomparativebenchmarkcompaniesHRrolesandresponsibilitiesunclearDuplication/overlapofeffortbetweenCore,FSMultiplecontactpointsbetweenHRandcustomers-customerconfusion&frustration,HRfrustrationAlthoughprocessmapsexistforHRprocesses,theyaren’’tconsistentlyusedtodrivecontinuousimprovement,makecomparisonstootherHRgroups,measureperformance,ormanagethebusinessFSrepresentativestryingtofillgeneralistrolesbutsomelackexperience,skills,trainingLackofconsistenttangible,measurableaccountabilityforresultsHRproducts/servicesarenotclearlydefined,communicated,costed,priced-(Theseareemergingbuthaveawaystogo)HRcustomerscan’tpurchasediscrete,unbundledHRservicesIssueswithcurrentHRservicedeliveryIfyouacceptthebusiness-within-a-businessconcept,demandsonallNCEsupportorganizations,includingHR,willintensifyinthefutureasBusinessUnitsbecomemoredemandingcustomerswithfreedomtochoosetheirserviceproviders.CustomerdemandswillintensifytheneedtoovercometheissuesfacingHRtoday.NCEHRTodayHRIssuesSummaryWhodoIcontact?Who’sworkingontheissue?Risksofpolicyinfraction?Who’saccountable?VendorHRCoreHRFieldServices12/13/202216LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesWhenreviewingthefollowinginformationmanyobservationsmayappeartobecriticalofcurrentpractices.Thenatureoftheseanalysisprojectsfocusesmoreonimprovementopportunitiesthanonwhatisreallyworkingwell.Theimportantquestionstokeepinmindare:“Canthewaywe’recurrentlyworkingsurvivethetestofcustomerchoice?”“Areweoperatingasaneffective,competitive‘‘Business-within-abusinesstoday?”HRFunctionalGroupAnalysis&Recommendations12/13/202217LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesCompensation12/13/202218CompensationAnalysisCustomersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:CommunicatingcompensationpoliciesEffectiveandfaircompensationsystemEmployeesnotcompensatedforcompetenciesthataddorganizationalvalueKeyissuesreportedbydepartmentpersonnelinclude:FilesarenotcompleteandcurrentregardingpositiondescriptionsThereisalackofcommunicationandinformationsharingbetweenHRdepartmentsThereisalackoftrainingforFieldServiceconsultantswhichresultsinFieldServiceconsultantsgivingmanagers““whattheywantinsteadofwhattheyneed””ThejobevaluationsystemisoutdatedandtherearetoomanygradeswithinsalarystructurecausinghairsplittingbetweengradesTechnologysupportislacking;needautomatedjobdescription,incentiveplanadministrationautomation,marketpricingautomation,etc.12/13/202219CompensationRecommendationsStrengthsinclude:Goodunderstandingofthecompany;thedimensionsofthepositionsandhowtheyinter-relateAccomplishedtechnicalabilitiesFutureImprovementOpportunities/Recommendations:EvaluatetherisksandconsequencesofallowingthebusinessunitstoowncompensationpracticesReviewcompensationgradestructure:thismayresultinasimplerstructurewithfewergradesandeaseofadministrationMakeuseofautomationtospeedupprocesses:automatejobdescriptionsandplacethemonthecompanyintranet;automateincentiveplanadministrationandmarketsurveydatabasewhichincludesreceivingmarketsurveyinformationelectronicallyandtrackingtrendsfromyeartoyearelectronicallyDevelop,communicateandenforceNCE-widepolicy/philosophiesconcerningpay,totalcompensationandbasepayvs.incentivepay(below,at,orabovemarket)acrosstheBusinessUnitsByeliminatingreworkreportedinthegroup,Compensationshouldbeabletoeliminateover1.5FTEsofnon-value-addedrework,allowingCompensationpersonneltoworkonothervalue-addedactivities12/13/202220LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesBenefits12/13/202221Customersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed: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)BenefitsexpenseperFTEemployee:WatsonWyatt:$6,970NCE:$25,532BenefitsAnalysis12/13/202222Strengthsinclude:Someemployeesinthegrouphavegoodtechnicalabilities/knowledgeFutureImprovementOpportunities/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-addedactivitiesBenefitsRecommendations12/13/202223LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesPayroll/HRIC12/13/202224Customersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:SimpleandefficientreportingprocessBenchmarkingresults:TotalAnnualPayrollCostperEmployeeMedian$163.23NCE:$183.74(3rdquartile)TotalPayrollCostperPaycheckMedian:$4.44NCE:$7.22(4thquartile)-(Perhapsduetohighsystemcosts)PayrollSystemsCostperPaycheckMedian:$0.34NCE:$4.28(beyond4thquartile)DirectDeposit%Median:48%NCE:82.5%(1stquartile)Keyissuesreportedbydepartmentpersonnelinclude:ThereisaneedforgreaterclarityinrolesandresponsibilitiesbetweenSharedServices,FieldServices,HRIC,andIBMHRneedstoworkmoreasateam;thereistoomuchreworkIncreaseutilizationofintranettoprovideHRdatasuchasorganizationchart,headcountandturnoverinformationThereisaneedformoretrainingandcrosstrainingIncorrect/incompleteformsreceivedfromemployeesPayroll/HRICAnalysis12/13/202225Keyissuesreportedbydepartmentpersonnelinclude(Continued):HRizonproblemsandtechnologyissuesSystemcrashesNoon-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-addedactivitiesPayroll/HRICRecommendations12/13/202226LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendationsCompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesLearning12/13/202227LearningAnalysisCustomersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:TimelyemployeedevelopmentandcareerplanningSystematicandstandardizedtrainingprogramforemployeesPropertrainingnecessarytosupportbusinessrequirementsEffective,timely,andconsistenttrainingEmployee/managerfeedbackforfuturetrainingneedsBenchmarkingresults:Percentoftotalemployeestrained:Saratoga:67.9%NCEunabletoprovidedataKeyissuesreportedbydepartmentpersonnelinclude:ThereisconfusionbetweentherolesoftheBusinessUnits,FieldServicesandLearningSystemsFieldServicescurrently““interprets””BusinessUnits’’needstoLearningSystemswhichcausesmis-informationandrework.LearningSystemsdevelopsprogramsbycustomersrequestsandthenBusinessUnitsareunabletofundandthereforeimplementLackoftechnologysupport--wouldliketodosometrainingovertheintranetandinternetCurrently,LearningSystemsdevelopstraining,buthasnocontroloverdeliverymethodsorqualityFieldServicesconsultantsmaynothavetrainingskillsReworkoftrainingcontentduelackofSMEsondevelopmentteam,thereforecoursecontentmustbereworkedTrainingcostasapercentofoperatingexpenseSaratoga:.55%NCEunabletoprovidedata12/13/202228Strengthsinclude:TakeoncreativeandinnovativeprojectssuchasimplementingcomputerbasedtrainingandtheNCEintranetFutureImprovementOpportunities/Recommendations:*Conductorganizationalneedsanalysis,prioritizetrainingneeds,focuslearningprogramsoncompetencygapsidentified,andcontrolqualityofdelivery*Re-evaluatecosteffectivenessandqualityoftraininginoutsourcingvs.insourcingscenariosIfevaluationispositiveforthelearninggroup,anNCEUniversityorLearningCentercouldbedevelopedincludingopportunityforselfmanagedtraining*Determinemandatory(i.e.sexualharassment,corporatecodeofethics)vs.optionaltraining,anddevelopdeliverymethodsandtimingforeachcategory*Maintainacentraldatabaseofapprovedvendorswhomeetpre-establishedvendorcriteriaStrengthensecurityovertrainingrecordstoalleviatetheproblemofemployeeschangingtheirscoresinCBTorputtinginscoresforemployeeswhowerenotinthetrainingcourseDevelopwaystoevaluateeffectivenessoftrainersandeffectiveness/impactoftraining,andimplementperformancemeasuresbeyond““numberof””metricsto““qualityof””and/or““businessimpactfromtraining””LearningRecommendations*TheserecommendationsassumetherewillbesomecentralizedtrainingcomponentundertheNCEBusinessUnitoperatingmodel12/13/202229LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunc