Download pdf - Employee Relationship Management: HR Strategic Management · Employee Relationship Management: HR Strategic Management HCM SAS solution in CartaSi Group Giancarlo Lombardo Organization

Employee Relationship Management: HR Strategic ManagementHCM SAS solution in CartaSi Group

Giancarlo Lombardo Organization and Development Director – Si Holding Marco VallottiHuman Resource Project Manager – Si Holding

Convegno xxx. Roma, 17 Luglio 20022 June 2005

CartaSi - The History

• 1985: ABI (Italian Banking Association) and 16 major Italian Banks decided to create a company (ServiziInterbancari) to manage the growing plastic cards business, sharing costs and revenues

• 113 Banks became shareholders of the Company and many others decided to subscribe a commercial partnership with Servizi Interbancari to commercialize the “Italian credit card” CartaSi

• 1986: CartaSi was launched as the first “dual” credit card in Europe, connected with both international circuits MasterCard and VISA, which made it welcome all over the world (30 million merchants)


CartaSi - The History

• 2000: Servizi Interbancari outsourced main frame, Information Technology, data entry activities and card production

• 2003: Servizi Interbancari became CartaSi and created other associated companies in order to cover different and integrated business areas in payment systems

• 2004: CartaSi Group was born; a holding company and different business companies were created.


CartaSi Group

Associated Companies

Participated Companies

Group Leading CompanyGroup Leading Company


CartaSi Group - Mission

Generating value for participants and stakeholder Banks through:

− consolidating its leadership in the credit card core business

− driving the market increase of “service offer” – full processing and value added services - based on core competence, cost and service leadership

− opening new businesses leveraging on the knowledge of credit card value change and new technologies in payment systems.


83%

3%4%1% 9%

ClassicPremiumRevolvingPre-PayBusiness

ProductsFull Product Range

• Classic• Premium• Revolving • Pre-paid• Business

Market share (credit cards issued by banks): 25%– Italian market leader – 8° to European level

Market share on spending: 68%


Today Highlights

• Issuing Banks: 750 with more than 28.000 counters in Italy

• Circulating cards: 7.5 millions

• Merchants: more than 400.000

• Operations: more than 350 millions per year

• Contacts: more than 14 millions per year

• Employees: more than 1.000


In order to reach ours goals in cost and service

leadership we need to know very well our business and

our customers through data analysis and organization.

This is a key success factor especially in environments

characterized by growing competitiveness.

Why Business Intelligence


We began to build a Business Intelligence system:

• to integrate certificated data from across our enterprise

• to predict outcomes as we move our business ahead (i.e. fraud investigation, cash flow, etc.)

• to obtain a higher level of business decision making to improve time to market and efficiency

• to achieve project goals quickly

• to deliver fast access to self-service reporting and analysis to all levels of users.



We have developed and implemented many SAS solutions, first in business activities and then in HR strategic management.

Our Group is based on people and each and everyone with his or hers competences is a much important asset: our people are the inside customers who take care of the relationship with outside customers.

For these reasons we needed to create an Employees Relationship Management System.



SAS solutions in CartaSi Group

Intelligence Value Chain• ETL, Data Quality, Data Warehouse, Data Mart• Business Intelligence, Data Mining, Analytics

Marketing and Sales

SAS® Marketing Automation

•Marketing D.B.•Analytic CRM

•Profiling•Promotions•Anti Attrition

Risk Management

SAS® Risk Management

•Market Risk•Credit Risk

•Basel II•Asset Liability Management

Information Technology

SAS® IT Service Management

•Service Levels•Service Level Agreement•Service List

HUMAN RESOURCE

SAS® Human Capital Management

•ERM•Skills •Talent Managing•Employees cost•Simulation – What If•…..

SAS® Human Capital

Management IAS 19


HR strategy 2004-2006

Since the Group was created, many different HR projects

have been launched.

In the industrial plans of last years and for the future the

strategic goal is to improve market leadership through

the development of competences (actual or

potential).



Our HR projects aim to a strategic and integrated people management system, through:

• policies

• shared “modus operandi”

• methodologies and tools

• better knowledge of internal stakeholder

Not an information system only, but a human capital intelligence system.


HR DevelopmentCARTASI GROUP EMPLOYEE STRATEGIC MANAGEMENT SYSTEM

Project Sponsor: CEOProject leader: Organization and Development Director

HUMANPOTENTIAL

ASSESSMENT

JOB EVALUATION

and COMPENSAT

ION PLAN

HR POLICIES

ERM: HR Strategic

Management

LONG TERM INCENTIVE

DEVELOPMENT and TRAINIG PLANNING


PersonalDevelopment

support

Sigma Scope

CAPP Career Plan

INSIDE CUSTOMER SATISFACTION MONITORING

EMPLOYEES SERVICE

INNOVATION AND WORK LIFE

BALANCE

Analytic TrainingPlan

Coaching, workshops and training

Inside

Outside

Performance Management New

Ideas


CartaSi Group – Why HCM solution?

Business is changing rapidly. Mergers, acquisitions, restructuring and downsizing are altering the industry landscape. But without the right information, we can't measure or predict how employees will be affected.

CartaSi HR professionals need to align their management goals and the goals of individual employees with corporate strategy – to deliver strategic plans with quantifiable results. To deal with change proactively, instead of reactively.

Corporate

Strategy

Corporate

StrategyHCM

StrategyHCM

Strategy


Human Capital Management in CartaSi

SAS Human Capital Management provides the intelligence to identify, quantify and replicate the strategies that deliver the best return on an organization's human capital investment.


Employee Relationship Management System

HR Administration Services

SCM CRM Partners

Human Capital IntelligenceHuman Capital Intelligence


From CRM to ERM

HOW DO WE MANAGE CUSTOMERS?

HOW CAN WE TREAT EMPLOYEES LIKE CUSTOMERS?

We want to:

• know employees and their needs

• segment people in homogeneous

communities

• customize HR management of groups or

singles

• retain employees

• update services continually

• We know customers

• We segment market

• We reach customers

• We retain customers

• We improve our offer


Objectives of HCM solution

Creatingan integrated data system support for human strategic

management

to gainclear competitive advantage


HCM project targets are the following :• to supply a dashboard with administration and

organization KPI for a strategic HR management• to array all data bases, providing a single view of

certificated data from across CartaSi Group• to implement a Data Warehouse able to manage and

process HR, organizational and business data• to deliver fast access to self-service reporting and

multidimensional analysis to all levels of users• to segment our people and offer different solutions and

services to develop competences and retain key talents.

Objectives of HCM solution


OracleCustom systems Payroll Sap

Time manageme

nt

Other data bases

INTEGRATION AND CERTIFICATION DATA

Query &

Reporting Tool

Forecast &

What if

Solution

OLAP Analysis

Data

Mining

Query and report SimulationsMultidimensional

structures

Historical series

and predictive

modelling

SAS HCM Solution in CartaSi

Data Warehouse HCM


Project Team

• Organization & Development – Project Management, System Administration & System Management

• Information Communication Technology – Technical System Administration

• HR Administration

• Organization Processes and Quality

• Budget & Control

• Risk Management


Timing and Project Plan

Kick Off

integrate and certificate data

CompensationAnalysis

Time Management Analysis

HRAnalysis

PersonalDevelopmentAnalysis

Performance& CompetencesAnalysis

Start up

HR BSCKPI system

October2004

December2004

March2005

May2005

June 2005

TBD

Hardware


HCM in CartaSi Group - Evolution

July ‘05: start up and test–project team and top management

September – December ’05: evolution and delivery– line managers–all employees (web self service)

• staff/line analysis• processes and FTE analysis• project capability• KPI enhancement• ……

2006: HR Balance Scorecard


Future HR

• Strategic not tactical

• HR driven by building business cases and supporting metrics

• Easily accommodating changes in organisational structure

• Forecasting, modelling and anticipating

• Delivering needed information into hands of decision makers

Partnering for ROI!!


CartaSi Group – HCM Output

Decision MakersHR Decision Makers

Line Managers

HR Generalists/SpecialistsAnalysis & ReportingGeneralists/Specialists

The output can be delivered daily to a specific or general user with different analytic and depth visualization mode:

• synthetic view (Dashboard, graphs, charts)

• dynamic view (OLAP Analysis)

• present data (Query and Reporting)

Synthetic view

Dynamic view

Present Data






Processo di VALUTAZIONE E SVILUPPO delle COMPETENZE

Dati sulle Persone

Dati sull’Organiz-zazione

Sistema GestionaleSistema Gestionale

SAS HCMSAS HCM

Personal Information

FINMECCANICA

Job Title

Location: P.zza Monte Grappa 4

Reports to: Andrea Verdi Direttore Centrale

Funzione Centrale Risorse Umane

MARIO ROSSI Date of Brith:

18/11/1960 Place of Birth: CHIETI 1St Job date:

17/04/1989 Senority: 16, 1

Altre Lauree Indirizzo Econ. Giuridico Professional Community: Risorse Umane RISORSA STRATEGICA Languages:

Italian MotherTongue English Advanced French Intermidiate

AppraisalAppraisalCompensationCompensationExperienceExperienceProfileProfile

min Max

1 2 3 4 5

Dimensione personale Intraprendenza

Capacità di Relazione

Capacità di Guida Controllo e Supervisione

Delega e Motivazione

Contributo Operativo Capacità Realizzativi

Conoscenze Operative

Contributo Manageriale Visione e Innovazione

Guida del Cambiamento

Versatilità Manageriale Internazionalità

Interfunzionalità

Valore della Risorsa Sostituibilità Interna

Sostituibilità Esterna

Assesment Potenziale

Risorsa Strategica

Investimento

Operatore Con Potenziale

Riposizionamento

Esaminare Ulteriormente

Operatore

Year min Max

1 2 3 4 5

Appraiser

2004 Roberto Maglione



Performance

AppraisalAppraisalCompensationCompensationExperienceExperienceProfileProfile

314.036 88.765 102.342

356.078 96.543 145.009

Market TotalCompensation

Own TotalCompensation Base Salary

Variable Compensation

Long Term Incentives

Hay Points 1856 Hay Grade 21

Euro 25th Mdn Q3(lower quartile) (median) (upper quartile)

296.149 356.078 440.873

% 106,0 88,2 71,2

Target Bonus (% on base salary) 25,00% 22,40% 23,80% 32,45%

Payed Bonus (% on base salary) 21,45% 20,05% 22,09% 26,40%

22.456 33.128 48.915

% 153,9 104,3 70,7

45.879 96.543 103.456

% 193,5 91,9 85,8

342.028 452.621 544.329

% 117,8 89,0 74,0

99.045 145.009 218.756

% 103,3 70,6 46,8

441.073 597.630 763.085

% 114,5 84,5 66,2Total Direct Compensation 505.143

402.801

314.036

Total Variable Pay

Long Term Incentives 102.342

88.765

Base Salary

Total Cash

Lump Sum 34.567

External Compensation Comparison

Individual compensation Trend


FINMECCANICA

Job Title






17/04/1989 Senority: 16, 1




FINMECCANICA

Direttore Pianif.ne, Org.ne, Gest. E Svil. RU


Reports to: ROBERTO MAGLIONE Direttore Centrale


RICCARDO MELONI Date of Brith:


17/04/1989 Senority: 16, 1



AppraisalAppraisalCompensationCompensationExperienceExperienceProfileProfile EducationEducationJob & Succession

Job & Succession

Criticità/SfideResponsabilità Obiettivi

• …………………………(peso %)

• …………………………(peso %)

• …………………………(peso %)

• …………………………(peso %)

• …………………………(peso %)

tot 100%

Dimensioni

E' responsabile della realizzazione del ciclo operativo di produzione degli apparati e sottoassiemi elettrici-elettronici costituenti il veicolo e del ciclo operativo di montaggio e di collaudo, ottimizzando tempi, costi, qualità e generazione del Capitale Circolante e del VAE, nel rispetto degli obiettivi e piani di Operation.Scopo

Posizione: Responsabile Stabilimento di ...

• Valore della produzione: ... MM€

• Costo della fabbricazione

(manodopera, materiali, spese

generali, ammortamenti): ...

MM€

• Manodopera: ... ore

• Aliquota std totale: ... €

• Collaboratori: ... Q – ... I – ...

operai

• Assicurare la realizzazione delle attività produttive, garantendo le azioni tecniche, gestionali ed organizzative tese alla ottimizzazione dell'efficienza ed efficacia operative anche in termini di generazione del Capitale Circolante e del VAE;

• Garantire la costante ottimizzazione dei metodi, dei cicli di lavoro, delle attrezzature, dei lay-out e dei mezzi di produzione. Collabora con Ingegneria alla ricerca di soluzioni tecniche migliorative della fabbricabilità e della economicità industriale;

• Assicurare le attività di gestione materiali, programmazione e controllo operativo dei processi di competenza; individua le azioni di regolazione;

• Garantire il controllo ed il miglioramento continuo della qualità dei processi produttivi;

• Gestire i magazzini ed effettuare le attività di ricezione e spedizione materiali;

• Assicurare la sicurezza, l'affidabilità, l'efficacia operativa e l'innovazione tecnica degli impianti di stabilimento, delle attrezzature e dei mezzi di produzione definendone i relativi piani di investimento;

• Garantire, adottando tutti i provvedimenti organizzativi, procedurali ed economici, l'ottemperanza alle vigenti disposizioni in materia di sicurezza e di salute dei lavoratori sul luogo di lavoro e di protezione ambientale.

• Riduzione del capitale circolante di stabilimento;

• Miglioramento tempi di consegna;

• Integrazione delle produzioni elettriche e meccaniche conseguente al trasferimento di attività e risorse dallo stabilimento di ... a quello di ...


FINMECCANICA

Job Title






17/04/1989 Senority: 16, 1



AppraisalAppraisalCompensationCompensationExperienceExperienceProfileProfile Job & Succession

Job & Succession