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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)
Convegno xxx. Roma, 17 Luglio 20023 June 2005
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.
Convegno xxx. Roma, 17 Luglio 20024 June 2005
CartaSi Group
Associated Companies
Participated Companies
Group Leading CompanyGroup Leading Company
Convegno xxx. Roma, 17 Luglio 20025 June 2005
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.
Convegno xxx. Roma, 17 Luglio 20026 June 2005
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%
Convegno xxx. Roma, 17 Luglio 20027 June 2005
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
Convegno xxx. Roma, 17 Luglio 20028 June 2005
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
Convegno xxx. Roma, 17 Luglio 20029 June 2005
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.
Why Business Intelligence
Convegno xxx. Roma, 17 Luglio 200210 June 2005
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.
Why Business Intelligence
Convegno xxx. Roma, 17 Luglio 200211 June 2005
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
Convegno xxx. Roma, 17 Luglio 200212 June 2005
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).
Convegno xxx. Roma, 17 Luglio 200213 June 2005
HR strategy 2004-2006
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.
Convegno xxx. Roma, 17 Luglio 200214 June 2005
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
HR strategy 2004-2005
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
Convegno xxx. Roma, 17 Luglio 200215 June 2005
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
Convegno xxx. Roma, 17 Luglio 200216 June 2005
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.
Convegno xxx. Roma, 17 Luglio 200217 June 2005
Employee Relationship Management System
HR Administration Services
SCM CRM Partners
Human Capital IntelligenceHuman Capital Intelligence
Convegno xxx. Roma, 17 Luglio 200218 June 2005
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
Convegno xxx. Roma, 17 Luglio 200219 June 2005
Objectives of HCM solution
Creatingan integrated data system support for human strategic
management
to gainclear competitive advantage
Convegno xxx. Roma, 17 Luglio 200220 June 2005
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
Convegno xxx. Roma, 17 Luglio 200221 June 2005
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
Convegno xxx. Roma, 17 Luglio 200222 June 2005
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
Convegno xxx. Roma, 17 Luglio 200223 June 2005
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
Convegno xxx. Roma, 17 Luglio 200224 June 2005
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
Convegno xxx. Roma, 17 Luglio 200225 June 2005
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!!
Convegno xxx. Roma, 17 Luglio 200226 June 2005
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
Convegno xxx. Roma, 17 Luglio 200227 June 2005
Convegno xxx. Roma, 17 Luglio 200228 June 2005
Convegno xxx. Roma, 17 Luglio 200229 June 2005
Convegno xxx. Roma, 17 Luglio 200230 June 2005
Convegno xxx. Roma, 17 Luglio 200231 June 2005
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
2003 Roberto Maglione
2002 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
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
Personal Information
FINMECCANICA
Direttore Pianif.ne, Org.ne, Gest. E Svil. RU
Location: P.zza Monte Grappa 4
Reports to: ROBERTO MAGLIONE Direttore Centrale
Funzione Centrale Risorse Umane
RICCARDO MELONI 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 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 ...
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 Job & Succession
Job & Succession