Big data@work: the HR 4.0
Big data@work: the HR 4.0 Growing by Knowing: The BI to further place Human Resources in the heart of the business 25th November, 2014 Pamela Mirra- HR Organizational Development Manager Partner Support: ECOS – Dedagroup ICT Network
Pernod Ricard at a glance
The Challenge
A leading question We know a lot about our consumers, but do we know enough about our human capital?
The analysis As is • Multiple data sources (payroll, training & development, controlling, administration) • Manual analysis and figures computation both for ‘hard’ and ‘soft’ side • A huge effort concentred in a specific moment
To be • Only one source • Most part of the required outputs via BI • Monthly data entry with a manageable effort
The Meeting spot
A winning joining up
Payroll System (costs, demographics, FTE, etc.)
Training & Development (evaluation, costs, hours, type, attendees, etc.)
Controlling
Administration
(SC, NetSales, A&P, Budget, etc.)
(benefit, T &E , etc.)
7
Project phases FY14 – July 2013/June 2014
HR value-add metrics Basic HR Reporting
Data from company ERP
Data from critical HR process (evaluation/traini ng)
Integrated Talent Mgmt metrics Combined info from multiple HR value-add process (metrics)
HR business driver analytics Business impact prediction of HR measures
8 Project developed with the support of ECOS Dedagroup ICT Network
The tool – Introduction tab
The tool – Workforce metrics tab
The tool – HR matrix tab
The tool – Individual profile
The tool – HR Matrix insight tab
The tool – Leadership skills tab
The tool – Finance tab
The tool – Structure cost tab
Achievements
A business tool The whole involved with greater motivation & In linecompany with the population PRI Academy approach, a significant • A tool able tooffurther professionalize HR function and legitimate sense empowerment: we gained 145 enhancement of the insourcing trend withpassionate a zero costbrand impact HR function as Business Partners ambassadors able to act outside theannual company initiative (the only cost was related to the meeting already forecasted) • More credibility for HR in front of Finance, IT and Executive Commitee • Less chances for mistakes • More speed • More accuracy • Effort spread over the months • Possibility to track the same data over the FY
A worthwhile investment
A consistent and on-going participation on the 8 Chatter A long-term cost saving investment groups, one of our battleground for this year
A way to develop innovative competencies and skills for HR team
New opportunities?
A consistent and on-going participation on the 8 Chatter High generalization potential: groups, one of our battleground for this year • At other affiliates level: reimplementable customizing it according to country needs • At Southern Europe Management Entity level getting aggregated figures on shared variables
Awarded as one of the Pernod Ricard HR best practices for FY14
Thank you!
Pernod Ricard at a glance
The Challenge
A leading question We know a lot about our consumers, but do we know enough about our human capital?
The analysis As is • Multiple data sources (payroll, training & development, controlling, administration) • Manual analysis and figures computation both for ‘hard’ and ‘soft’ side • A huge effort concentred in a specific moment
To be • Only one source • Most part of the required outputs via BI • Monthly data entry with a manageable effort
The Meeting spot
A winning joining up
Payroll System (costs, demographics, FTE, etc.)
Training & Development (evaluation, costs, hours, type, attendees, etc.)
Controlling
Administration
(SC, NetSales, A&P, Budget, etc.)
(benefit, T &E , etc.)
7
Project phases FY14 – July 2013/June 2014
HR value-add metrics Basic HR Reporting
Data from company ERP
Data from critical HR process (evaluation/traini ng)
Integrated Talent Mgmt metrics Combined info from multiple HR value-add process (metrics)
HR business driver analytics Business impact prediction of HR measures
8 Project developed with the support of ECOS Dedagroup ICT Network
The tool – Introduction tab
The tool – Workforce metrics tab
The tool – HR matrix tab
The tool – Individual profile
The tool – HR Matrix insight tab
The tool – Leadership skills tab
The tool – Finance tab
The tool – Structure cost tab
Achievements
A business tool The whole involved with greater motivation & In linecompany with the population PRI Academy approach, a significant • A tool able tooffurther professionalize HR function and legitimate sense empowerment: we gained 145 enhancement of the insourcing trend withpassionate a zero costbrand impact HR function as Business Partners ambassadors able to act outside theannual company initiative (the only cost was related to the meeting already forecasted) • More credibility for HR in front of Finance, IT and Executive Commitee • Less chances for mistakes • More speed • More accuracy • Effort spread over the months • Possibility to track the same data over the FY
A worthwhile investment
A consistent and on-going participation on the 8 Chatter A long-term cost saving investment groups, one of our battleground for this year
A way to develop innovative competencies and skills for HR team
New opportunities?
A consistent and on-going participation on the 8 Chatter High generalization potential: groups, one of our battleground for this year • At other affiliates level: reimplementable customizing it according to country needs • At Southern Europe Management Entity level getting aggregated figures on shared variables
Awarded as one of the Pernod Ricard HR best practices for FY14
Thank you!
