NCEHRAssessmentProjectFinalPresentationDecember19981/13/20231TableofContentsProjectbackgroundandapproach…………………...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) ExampleServiceLevelAgreementandServiceLevelAgreementDevelopmentApproach1/13/20232ProjectBackground&Approach1/13/20233ProjectObjectives-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:*Addedtoouroriginalscope1/13/20234TheHumanResourcefunctionsincludedinAssessmentprojectincluded: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:1/13/20236Wedevelopedouranalysisusingaholisticmodel,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

benchmarksNCEexperienceHRspecificexperienceSupportfunctionResourcesUsed1/13/20238Aworkingphilosophyforthefuture:The“Business-Within-A-Business”concept1/13/20239Determinewhattheydoanddonotneed

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-Business1/13/202310KeyIssues:ChallengesfacingNCEHRtoday1/13/202311NCEHRBenchmarkOverviewSomekeyperformanceindicatorsourteamgatheredindicatethatNCE’sHRorganizationtodaydoesnotcomparefavorablytootherHRorganizationsintermsofheadcountandcost,andhasroomforimprovementinmeetingtheneedsofcustomersinthecurrentNCEorganization..NotPerf.SomePerf.MeetNeedsExcellentWhatisthecurrentperformance?ImportanceinmeetingthefutureneedsofNCE?RatioofHRemployeestototalemployeesHRexpenseasapercentofoperatingexpenseCustomerSatisfactionResultsGoodGood=NoGapGood1/13/202312KeyNCEHRIssuesTodayLargerstaffandhighercostinNCEHRcomparedtoothersimilarlysizedorganizations

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).1/13/202313InconsistentDailyManagementandPerformanceManagement

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.)ManagingthefinancialimplicationsofthetransitionIdentifyingaforumtosharebestpracticesacrossbusinessunitsinallHRareasIdentifyingandretainingkeyemployeesEnsuringproperandtimelycommunicationtoassistwithchangeenablementKeyNCEHRIssuescontinued1/13/202314TheHRskills,competenciesandexperiencemaynotmatchcurrentandfuturecustomerrequirementsTheFieldServiceorganizationwasstaffedwithindividualsrangingfromsubjectmatterexpertstosupportpersonnel.ThisresultedinaFieldServiceorganizationcomposedofconsultantswhomaynotpossesstheskillsnormallyassociatedwithanHRgeneralist.Anadequateskills/competenciesmodeldoesnotexisttoassistwithrecruitingqualifiedapplicantsanddeterminingdevelopmentalneedsofcurrentstaff.AstrategicdirectionneedstobedefinedasitrelatestoHumanResourcesunderthenewNCEBusinessUnitoperatingmodel,forexample:DeterminingifbenefitplanscanbedividedbybusinessunitsDeterminingtheimpactofsuchadecision(pliance,legal,planassetdistribution,etc.)HRISisnotintegratedforallareasofHRandcurrenttechnologyisnotfullyutilizedandunderstoodSeveralHRizonmodulesweresuccessfullyimplementedandareprocessingtransactions,however:TherearestillinstanceswherecalculationsaredevelopedoutsideofHRizon(i.e.Excel)anduploadedintoHRizonTapetransferstovendorsarenoterrorfreeHRizondataareroutedthroughtheIBMmainframesystemwhichaddsanadditionaltechnicalprocessingstepindeliveringHRinformationtousersHRusersare/werenotconsistentlytrainedinHRizon,someadmittedlybychoiceKeyNCEHRIssuescontinued1/13/202315CorporateCenterCommodityDeliveryRetailInternationalNCEHRTodayCustomersarenotconsistentlysatisfiedNCEHRhasmorepeopleservingtheline

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?VendorHRCoreHRFieldServices1/13/202316LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendations

CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesWhenreviewingthefollowinginformationmanyobservationsmayappeartobecriticalofcurrentpractices.Thenatureoftheseanalysisprojectsfocusesmoreonimprovementopportunitiesthanonwhatisreallyworkingwell.Theimportantquestionstokeepinmindare:

“Canthewaywe’recurrentlyworkingsurvivethetestofcustomerchoice?”

“Areweoperatingasaneffective,competitive‘Business-within-abusinesstoday?”HRFunctionalGroupAnalysis&Recommendations1/13/202317LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendations

CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesCompensation1/13/202318CompensationAnalysisCustomersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:CommunicatingcompensationpoliciesEffectiveandfaircompensationsystemEmployeesnotcompensatedforcompetenciesthataddorganizationalvalue

Keyissuesreportedbydepartmentpersonnelinclude:FilesarenotcompleteandcurrentregardingpositiondescriptionsThereisalackofcommunicationandinformationsharingbetweenHRdepartmentsThereisalackoftrainingforFieldServiceconsultantswhichresultsinFieldServiceconsultantsgivingmanagers“whattheywantinsteadofwhattheyneed”ThejobevaluationsystemisoutdatedandtherearetoomanygradeswithinsalarystructurecausinghairsplittingbetweengradesTechnologysupportislacking;needautomatedjobdescription,incentiveplanadministrationautomation,marketpricingautomation,etc.1/13/202319CompensationRecommendationsStrengthsinclude:Goodunderstandingofthecompany;thedimensionsofthepositionsandhowtheyinter-relateAccomplishedtechnicalabilitiesFutureImprovementOpportunities/Recommendations:EvaluatetherisksandconsequencesofallowingthebusinessunitstoowncompensationpracticesReviewcompensationgradestructure:thismayresultinasimplerstructurewithfewergradesandeaseofadministrationMakeuseofautomationtospeedupprocesses:automatejobdescriptionsandplacethemonthecompanyintranet;automateincentiveplanadministrationandmarketsurveydatabasewhichincludesreceivingmarketsurveyinformationelectronicallyandtrackingtrendsfromyeartoyearelectronicallyDevelop,communicateandenforceNCE-widepolicy/philosophiesconcerningpay,totalcompensationandbasepayvs.incentivepay(below,at,orabovemarket)acrosstheBusinessUnitsByeliminatingreworkreportedinthegroup,Compensationshouldbeabletoeliminateover1.5FTEsofnon-value-addedrework,allowingCompensationpersonneltoworkonothervalue-addedactivities1/13/202320LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendations

CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesBenefits1/13/202321Customersatisfactionresults: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: $6,970 NCE: $25,532 BenefitsAnalysis1/13/202322Strengthsinclude:Someemployeesinthegrouphavegoodtechnicalabilities/knowledge

FutureImprovementOpportunities/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-addedactivitiesBenefitsRecommendations1/13/202323LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendations

CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesPayroll/HRIC1/13/202324Customersatisfactionresults: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/HRICAnalysis1/13/202325Keyissuesreportedbydepartmentpersonnelinclude(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/HRICRecommendations1/13/202326LookingatHRtodayandtomorrow-IdeasaboutcurrentandfuturestateofNCEHRHRfunctionalgroupanalyses&recommendations

CompensationAdministrationBenefitsAdministrationPayroll/HRICLearningWorkforceRelationsStaffingSafetyandIndustrialHygieneDisabilityManagementFieldServicesLearning1/13/202327LearningAnalysisCustomersatisfactionresults:Largestgapstodayinmeetingcurrentcustomerneedsaccordingtothosesurveyed:TimelyemployeedevelopmentandcareerplanningSystematicandstandardizedtrainingprogramforemployeesPropertrainingnecessarytosupportbusinessrequirementsEffective,timely,andconsistenttrainingEmployee/managerfeedbackforfuturetrainingneedsBenchmarkingresults:Percentoftotalemployeestrained: Saratoga:67.9%NCEunabletoprovidedataKeyissuesreportedbydepartmentpersonnelinclude:ThereisconfusionbetweentherolesoftheBusinessUnits,FieldServicesandLearningSystemsFieldServicescurrently“interprets”BusinessUnits’needstoLearningSystemswhichcausesmis-informationandrework.LearningSystemsdevelopsprogramsbycustomersrequestsandthenBusinessUnitsareunabletofundandthereforeimplementLackoftechnologysupport--wouldliketodosometrainingovertheintranetandinternetCurrently,LearningSystemsdevelopstraining,buthasnocontroloverdeliverymethodsorqualityFieldServicesconsultantsmaynothavetrainingskillsReworkoftrainingcontentduelackofSMEsondevelopmentteam,thereforecoursecontentmustbereworked