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Optimizing Human Resources Organizations: Managing Staffing, Roles and Budgets

ID: HR-54


Features:

10 Info Graphics

11 Data Graphics

76 Metrics

19 Best Practices


Pages: 58


Published: Pre-2013


Delivery Format: Shipped


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Structure your human resources organizations to predict growth needs and allocate staffing and budget resources accordingly. How do companies manage to attract the best employees and consistently grow, even during the biggest downturns in the  economy? The answer is that they have sound human resources structures in place to successfully operate with optimal resources.  This report details how 10 world-class companies manage their HR staffing and budget resources and assign roles and responsibilities appropriately between corporate and business unit functions. If you're looking to develop a top-notch HR strategy and manage resources accordingly, this report is a great place to start.

Industries Profiled:
Consumer Products; Energy; Chemical; Manufacturing


Companies Profiled:
Coca-Cola; Cogentrix; Constellation Energy; Dow AgroSciences; Entergy; FPL Group; Hayes-Lemmerz; Mirant; Orion Energy; Progress Energy


Study Snapshot

This Best Practices Benchmarking® Report presents the best practices of ten world-class organizations in the areas of staffing, budgets, and the roles and responsibilities of corporate human resources functions versus decentralized business units. The report also details winning strategies to predict these needs to prepare for growth periods.

The team surveyed and interviewed ten world-class companies to gain perspective on the best human resources operating practices, as well as detailed metrics for their staffing levels, budget resources and job functions.  

Company
Industry
Revenue (in billions)
Employees (worldwide)
Recognized HR Leadership
Coca-Cola
Beverage
$20.458
36,900
Global Outlook Optimas Award
Cogentrix
Energy - IPP
$.551
567
Member of the Independent Power Human Resources Association
Constellation Energy
Energy – IPP
$3.878
7,800
Edison award winner from the Edison Electric Institute
Dow AgroSciences
Agricultural Chemicals
$2.300
6,000
Fully owned subsidiary of Dow Chemical Co., which won one of the recent “Most Innovative Human Resources Department Awards”
Entergy
Energy – IPP
$10.016
14,100
Recognized leader in employee self-service; Chosen presenter for Internal Web Sites for HR 2001
FPL Group
Energy – IPP
$7.082
9,838
Recently named Most Admired Utility by Fortune magazine.
Hayes-Lemmerz
Manufacturing
$2.171
15,000
Human Resources Executive Honor Roll Winner
Mirant
Energy – IPP
$13.315
7,000
Growing IPP
Orion Energy
Energy – IPP
$.958
870
Growing IPP
Progress Energy
Energy – IPP
$4.189
16,000
2000 Platinum Rule Awards winner for Family Friendly and People Development categories


Key Findings

Through quantitative surveys and executive interviews, the Best Practices, LLC research team identified the following data analysis and best practice lessons learned:
Coordinate HR Roles and Responsibilities – Benchmark data shows that most benchmark companies – centralized or decentralized – assign corporate human resource functions the following responsibilities: managing benefits, compensation, leadership development/management, HRIS and other HR technologies.  Furthermore, findings show very few business units have sole responsibility for any HR activity.  Depending on the structure of the HR organization, most activities are solely managed by corporate or are shared with business units.  In decentralized companies, business unit HR groups are responsible for staffing and recruiting, employee communications and generalist functions. 

Centralize HR Performance Measurement – Every company in the benchmark class tracked compensation/benefits competitiveness and more than half of the surveyed companies tracked overall headcount, employee turnover rates and safety incidents.  However, the approaches to tracking HR metrics varied among benchmark companies.  Decentralized companies push HR performance measurement decisions down to the business units and individual facilities, allowing each group to make its own decisions about which metrics to track and how to gather them. 

Maximize Use of Staffing and Budgeting Resources — The benchmark class for ratio of employees to HR generalists ranges from 141:1 to 318:1.  While the role of HR generalists varies by company, companies on the high end of this spectrum run the risk of short-changing some of the tasks assigned to generalists. 

Self-Service Technologies – Benchmark findings indicate companies are creating HR call centers and incorporating self-service HR software programs on company websites to reduce administrative costs and time, increase information access to employees and managers, enable strategic HR, reduce overall HR headcount and improve information accuracystrat.  Furthermore, benchmark partners regard the HR call center as a valuable entry point and training ground for future full-time HR employees.  HR assistance offered through self-service software and call centers include clarifications on benefits plans, performance management worksheets and tracking, questions about company policies, incentive compensation allocations and tracking, employee training administration and more.

Table of Contents

Executive Summary 

  • Study Background and Methodology
  • Project Focus
  • Critical Lessons Learned
  • Benchmark Class
  • Report Structure and Organization 
  • Next Steps
  • Lessons Learned Matrix 

Human Resources Survey Analysis 
  • Coordinating Corporate and Business Unit Activities 
  • Balancing HR Company Staffing Needs
  • Optimizing HR Budgets
  • Measuring Success and ROI

Best Practices in Human Resources Staffing, Roles and Budgets 
  • Clarifying Ownership and Responsibilities
  • Managing International HR Interests 
  • Consolidating HR Administration through Outsourcing and Technology 
  • Measuring HR Success and ROI

List of Charts & Exhibits

Governance by Function
FTEs by Function
Employees Per Generalist
Employees Per HR Employee
Total Budget as % of Revenue
Total Budget by Function
Corporate Budget by Function
% of Corporate Budget Spent on Outsourcing Benefits & Compensation
Metric Tracking
Responsibility for Metrics
Hierarchy of Responsibilities
Passing Through
Reporting Relationships
Centers of Excellence
Updating HR Policies
Global Leadership Teams
Company 5’s HR Structure
Employee Self-Service
Track Measurements at Corporate
Employee Satisfaction Surveys
Human Resources Survey Response Table