Human Capital Intelligence on a changing environment as integration point in HR application architecture

Transcription

1 Human Capital Intelligence on a changing environment as integration point in HR application architecture Giuseppe De Iaco CIO Upim Gruppo Rinascente SAS Forum International Copenhagen, 15 th June 2004

2 RINASCENTE GROUP 2003 TURNOVER > mio INVESTMENTS > 300 mio HEADCOUNT > N POINT of SALES > SALES SURFACE > m 2 2

3 UPIM: a division of Rinascente Group 75 years old October 1928 June 2004 PoS 2004: Flagship shops + Corners Franchisee Employee > 140 > 220 > 3300 TURNOVER 2003 > 575 mio 3

4 UPIM business lines 18,2% 11,8% 6,4% 4

5 UPIM Network: our shops in 2003 Flagship Store: 133 upim 14 BK Toys Flagship stores upim : 53%TOWN CENTER 32% QUARTER 15% SHOPPING CENTER 45% NORTH 34% CENTER 21% SOUTH 11% < sqm 35% sqm 26% sqm 20% sqm 8% > sqm Franchisee PoS 5

6 6 Signs of a changing environment

7 Context: Variety Store evolution VARIETY STORE : extinction of race Years Number of retail companies In the world Fonte: Journal of Retail Promotional Variety Store 30% Specialty Store 20% Closed 20% M&A 30% UPIM = Multi-Category Specialization 7

8 Our iter CUSTOMERS are more and more demanding, look for a good shopping experience, have less time for shopping COMPETITION is wider, more complex and aggressive UPIM has changed in order to adapt to the new competitive environment, by becoming a MULTISPECIALTY STORE Wemaintainthe contentof a generalstore, butwemanageit in a specialistic way: a shop in the shop. 8

9 Actions to change UPIM is speeding up its shifting from Variety store to Multispecialty store thanks to investments in: store restructuring and new stores process reengineering focus on basic products strong cooperation with suppliers infrastructures (I&CT, supply chain) people and management advertising 9

10 MISSION: Focus on Category GOOD QUALITY AND COMPETITIVE PRICING CUSTOMER CATEGORY COMFORTABLE AND FRIENDLY SHOPS PEOPLE HAVING PASSION IN GIVING SERVICE 10

11 and Upim Service PEOPLE HAVING PASSION IN GIVING SERVICE WINDOWS ENTRANCE CATEGORY AREA PARKING VISUAL WAY OUT PAYMENT TRYING ON SEARCH AND TEST 11

12 Our Personnel: some point of attention The average age is higher than the retail sector benchmarks This is higher in shop assistants rather in the HQ s people Shop Assistant profiles are changing, from general sales competences to specialistic profiles We are aligning our personnel cost with the market average Need to single out young talents 12

13 Problem All these changes must be supported by a punctual, accurate and up-to-date knowledge of our people. In 2004/05 Top Management s objective is to reach best service levels towards our customers as strategic priority. HR Dept. has already worked on HR operative mechanisms in the last 2 years HR Dept. has hardly spent time on building a management system focused on monitoring KPIs, regarding: Personnel and professional profile Performance levels Compensations training Personnel cost All personnel/payroll data are managed by an outsourcer inside the Group All that means improving careful personnel management (more than 3.000). We absolutely need to know our personnel and evaluate them. 13

14 IT UPIM drivers in this changing context Increasing Shareholder Value through Technology Identifying how new and existing technology enables the business strategy Reducing technology costs Managing enterprise risks Delivering technology business solutions to maximize ROI Consider your company s position with respect to IT strategy alternatives Assess current performance against IT fundamentals Determine overall IT spending levels and establish allocations between discretionary and non-discretionary spending Assess emerging technologies to unleash business value Evaluate all IT investment projects underway throughout the company Analyze current infrastructure and planned capital purchases for consolidation and reduction opportunities Assess sourcing alternatives and identify opportunities to increase service and drive down cost Understand your company s business continuity and security requirements Assess current risks and identify quick hits and initiatives to mitigate business impacts Integrated Solutions Delivery Develop an initial list of high value IT investment opportunities for further analysis Identify opportunities to standardize development and consolidate applications Implement a technology lifecycle management process 14 Custom ERP Supply Chain CRM Business Intelligence

15 IT Dept. Support vs HR Dept. In Upim Inside Upim Division we didn t have an integrated vision of all the personnel events and attributes, such as compensations, training, timecard, shop organisation. That s because At the beginning Corporate services included HR management In 2000 HR management was decentralized, but not HR Payroll system from 2002/2003 small HR business solutions were implemented by IT Upim At last we realized to need to have one point of information 15

16 HR System Architecture in 2002 HRACCESS client Personnel database and payroll R/W and query on personnel dossiers HRA Rinascente Monthly historical picture Aggregated data DataMart Web delivery Explò Impromptu SAP Personnel cost per level Division Reporting WEB Centralized Print Controllo organici corporate Headcount per level and cost unit OFA divisionale Manual delivery IWR upim 16 Corporate/Arthis

17 Today HRACCESS client Personnel database and payroll R/W and query on personnel dossiers HRA Monthly historical picture DataMart Aggregated data Web delivery Explò Impromptu SAP Personnel cost per level Division Reporting WEB Centralized Print Controllo organici corporate Rilevazione Presenze Manual delivery Headcount per level and cost unit Curriculum candidates HR upim OFA divisionale Controllo Organici Total personnel cost per level Headcount per level and cost unit IWR Timecard, shift planning CV WEB MBO e Skill management Skills and Mbo Upim 17 Corporate/Arthis

18 Summer 2004 and next steps Corporate/Arthis Upim HRACCESS client Personnel database and payroll Peronnel cost per level R/W and query on personnel dossiers HRA Dati dirigenti Controllo organici corporate SAP Rilevazione Presenze Timecard CV WEB Curriculum candidates Human Resources Management MBO e Skill management Skills, mbo Controllo Organici Visits per hour Curriculum employee Headcount budget OFA divisionale CONTA CLIENTI DWH per la Human Capital Intelligence (SAS HCM) Total personnel cost Sales budget Current Sales DB SCONTRINI Sales per hour 18 HR upim

19 Sources In few words We ll feed HR dwh by: Personal Record System Payroll System Timecard system Personnel Cost Budget System Mbo and Skill management System Top executive database system CV system Receipt database system PeopleCounter System 19

20 Why SAS 20 SAS HCM was the unique HR Business Intelligence vertical solution, ready on the shelves. It was the unique solution that includes a wide range of analysis and report for: Mapping skills and people, by pointing out critical areas; Monitoring main KPIs in a Tableau de Bord style Monitoring the changes in the company Simulating process and organization chart with KPIs and Personnel record Identifying talents Other vantages: Deep knowledge and competence in HR Analysis Outstanding Technology Security functionalities Certain project timing and costing ( quite a lot!)

21 Process Flow Overview for Implementation System/Administrator Role End User Role Load Process HR Transactional data HR Transactional data HR Transactional data Data Integrity, Extract, Transformation, Mapping, Generate Source Entries for Build HRV Detail Tables Post Load Checking-dups, effective date, missing Joins HRV Master Tables HRV Summary Tables HRV MDDBs Public Output Security: Item/Row/Column level contents determined by HRV security as set by HRV system administrator. File access determined by site. HRV data-encryption and SAS applied passwords. SAS Data sets Excel Ready files Web Output Public System Generated Reports & Analyses Human Resources Generalists/Specialists Analysis & Reporting Ad Hoc Analysis & Reporting SAS Data sets Excel Ready files Web Output System Generated Private Reports & Analyses Private Output Key Decision Makers Access Published Queries, Reports, and MDDBs Via Web HR Decision Makers HR Generalists Line Mangers 21

22 HCM Decision Support Solution External Access HR Users HR Vision Access High Level Key Performance Indicators Spreadsheet, Text, ODBC Compliant Product Access Framework Analytical Tool HR Vision End User Completely Web Enabled Query Tool Report Tool Table Viewer OLAP HR Metrics HR Measures HR Metrics Using HR Vision Data Data Model Data Mart MDDB Cubes Master and Summary Tables Detail Tables Mapped to Detail Tables Flexible Automated Build Process Using Business Rules Transactional Data Transactional Data Transactional Data 22

23 What we expect from SAS HCM Human Capital Intelligence Align people, processes and technology around common goals Provide benchmarks for measuring best practices Analyze, forecast and model information to quantify human capital assets Analyze information about relationships that are statistically valid Provide independence from HRIT for statistical analysis and reporting Being independent from outsourcer Total support in HR reporting activities 23 Copyright 2000, SAS Institute Inc. All rights reserved.

24 Methodology Phase 1 Definition Phase 2 Basic Component Phase 3 Evolution Component Business Blueprint Definition Implementation Roll-ut New analysis Business Requirements User definition Security Requirements Integration with IS architecture upim Architecture definition Parameter setting Ad hoc implementation File transfer Multidimensional cube Reporting implementation test Roll-ut planning Training Roll-out DB parameter setting Ad hoc implementation Multidimensional cube Reporting implementation Test Roll-ut planning Training Roll-out Project & Change Management Contract Definition Project Management Deadline management, budget management, third parties management Coordination inside upim User involvement 24

25 Timing and Project plan Phases Aug 03 Sep 03 Oct 03 Nov 03 Dec 03 Jan 04 Feb 04 Mar 04 Apr 04 May 04 Jun 04 Jul 04 Aug 04 Sep 04 Oct 04 Nov 04 Dec 04 Jan 05 Idea Building Phase 1 Vendor and Contract Phase 2 Phase 3 Idea Project start Phase 1 Vendor and Contract Phase 2 Phase 3 25

26 Process Flow Overview for Implementation System/Administrator Role End User Role Load Process HR Transactional data HR Transactional data HR Transactional data Data Integrity, Extract, Transformation, Mapping, Generate Source Entries for Build HRV Detail Tables Post Load Checking-dups, effective date, missing Joins HRV Master Tables HRV Summary Tables HRV MDDBs Public Output Security: Item/Row/Column level contents determined by HRV security as set by HRV system administrator. File access determined by site. HRV data-encryption and SAS applied passwords. SAS Data sets Excel Ready files Web Output Public System Generated Reports & Analyses Human Resources Generalists/Specialists Analysis & Reporting Ad Hoc Analysis & Reporting SAS Data sets Excel Ready files Web Output System Generated Private Reports & Analyses Private Output Key Decision Makers Access Published Queries, Reports, and MDDBs Via Web HR Decision Makers HR Generalists Line Mangers 26

27 27 Home page SAS HCM 3

28 28 Analisi multidimensionale assenze

29 What we expect from SAS HCM Being independent from outsourcer Total support in HR reporting activities Reliability 29