CartaSi Group

Employee Relationship
Management:
HR Strategic Management
HCM SAS solution in CartaSi Group
Giancarlo Lombardo
Organization and Development Director – Si Holding
Marco Vallotti
Human Resource Project Manager – Si Holding
CartaSi - The History
• 1985: ABI (Italian Banking Association) and 16 major
Italian Banks decided to create a company (Servizi
Interbancari) 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)
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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.
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CartaSi Group
Group Leading Company
Associated Companies
Participated Companies
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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.
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Products
Full Product Range
•
•
•
•
•
Classic
Premium
Revolving
Pre-paid
Business
3%
4%1%
9%
Classic
Premium
Revolving
Pre-Pay
Business
83%
Market share (credit cards issued by banks): 25%
– Italian market leader
– 8° to European level
Market share on spending: 68%
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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
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Why Business Intelligence
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.
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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.
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Why Business Intelligence
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.
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SAS solutions in CartaSi Group
HUMAN RESOURCE
SAS® Human Capital
Management
•ERM
•Skills
•Talent Managing
•Employees cost
•Simulation – What If
•…..
Risk Management
SAS® Risk
Management
•Market Risk
•Credit Risk
•Basel II
•Asset Liability
Management
SAS® Human
Capital
Management
IAS 19
Information Technology
SAS® IT Service
Management
•Service Levels
•Service Level
Agreement
•Service List
Marketing and Sales
SAS® Marketing Automation
Intelligence Value Chain
• ETL, Data Quality, Data Warehouse, Data Mart
• Business Intelligence, Data Mining, Analytics
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•Marketing D.B.
•Analytic CRM
•Profiling
•Promotions
•Anti Attrition
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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).
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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.
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HR strategy 2004-2005
HR Development
CARTASI GROUP EMPLOYEE STRATEGIC MANAGEMENT SYSTEM
Performance
Management
JOB
EVALUATION
and
COMPENSAT
ION PLAN
New
Project Sponsor: CEO
Project leader: Organization and Development Director
HUMAN
POTENTIAL
ASSESSMENT
ERM: HR
Strategic
Management
DEVELOPMENT
and TRAINIG
PLANNING
HR
POLICIES
INSIDE CUSTOMER
SATISFACTION
MONITORING
Ideas
EMPLOYEES
SERVICE
INNOVATION
AND WORK LIFE
BALANCE
LONG TERM
INCENTIVE
Career Plan
CAPP
Inside
Sigma
Scope
Analytic Training
Plan
Outside
Personal
Development
support
Coaching,
workshops
and training
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CartaSi Group – Why HCM solution?
Corporate
HCM
Strategy
Strategy
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.
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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.
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Employee Relationship Management
System
HR
Administration
Services
Human Capital Intelligence
SCM
CRM
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From CRM to ERM
HOW DO WE MANAGE
CUSTOMERS?
HOW CAN WE TREAT EMPLOYEES
LIKE CUSTOMERS?
We want to:
• We know customers
• know employees and their needs
• We segment market
• segment people in homogeneous
• We reach customers
• We retain customers
• We improve our offer
communities
• customize HR management of groups or
singles
• retain employees
• update services continually
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Objectives of HCM solution
Creating
an integrated data system support for human strategic
management
to gain
clear competitive advantage
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Objectives of HCM solution
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.
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SAS HCM Solution in CartaSi
Query and report
Query &
Simulations
Multidimensional
structures
Historical series
and predictive
modelling
Forecast &
Solution
Data
What if
OLAP Analysis
Mining
Reporting Tool
Data Warehouse HCM
INTEGRATION AND CERTIFICATION DATA
Custom
systems
Payroll
Sap
Time
manageme
nt
21
Oracle
Other data
bases
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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
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Timing and Project Plan
Kick Off
integrate and
certificate data
HR
Analysis
Hardware
Compensation
Analysis
Time
Management
Analysis
October
2004
December
2004
Personal
Development
Analysis
Start up
Performance
& Competences
Analysis
June 2005
March
2005
May
2005
23
TBD
HR BSC
KPI system
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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
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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!!
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CartaSi Group – HCM Output
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)
Decision Makers
HR Decision Makers
Line Managers
Synthetic view
HR
Generalists/Specialists
Analysis & Reporting
Generalists/Specialists
Dynamic view
Present Data
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Profile
Profile
Experience
Experience
Personal Information
Compensation
Compensation
Appraisal
Appraisal
min
1
FINMECCANICA
Job Title
Dimensione personale
Intraprendenza
Capacità di Guida
Controllo e Supervisione
Max
2
3
4
Reports to: Andrea Verdi
Direttore Centrale
Compensation
Compensation
Appraisal
Appraisal
Job
Job &
&
Succession
Succession
Personal Information
Contributo Operativo
Capacità Realizzativi
Contributo Manageriale
Visione e Innovazione
Versatilità Manageriale
Internazionalità
Funzione Centrale Risorse Umane
Job Title
Date of Brith:
18/11/1960
Place of Birth: CHIETI
1St Job date:
17/04/1989
Senority: 16, 1
Location: P.zza Monte Grappa 4
Operatore Con Potenziale
Conoscenze Operative
MARIO ROSSI
FINMECCANICA
Risorsa Strategica
Investimento
Delega e Motivazione
Reports to: Andrea Verdi
Direttore Centrale
Riposizionamento
Funzione Centrale Risorse Umane
Operatore
Guida del Cambiamento
Esaminare Ulteriormente
MARIO ROSSI
Valore della Risorsa
Sostituibilità Interna
Profile
Profile
Sostituibilità Esterna
Altre Lauree Indirizzo Econ. Giuridico
min
1
RISORSA STRATEGICA
Italian MotherTongue
English Advanced
French Intermidiate
Experience
Experience
Personal Information
Year
Professional Community: Risorse Umane
2
3
4
Compensation
Compensation
Hay Points
5
2003
Location:
P.zza Monte Grappa 4
Roberto Maglione
2002
Reports
to: Andrea Verdi
Roberto Maglione
Direttore Centrale
Posizione: Responsabile Stabilimento di ...
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.
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:
Obiettivi
Responsabilità
• 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;
• …………………………(peso
%)
• …………………………(peso
%)
• …………………………(peso
%)
• …………………………(peso
%)
• …………………………(peso
%)
tot 100%
• 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.
Criticità/Sfide
• Riduzione
del
stabilimento;
capitale
circolante
di
314.036
della
(manodopera,
generali,
fabbricazione
materiali,
English Advanced
25th
French Intermidiate
Euro
ammortamenti):
...
Languages:
operai
(lower quartile)
Mdn
(median)
Q3
(upper quartile)
296.149
356.078
440.873
106,0
88,2
71,2
32,45%
Date of Brith:
18/11/1960
Place of Birth: CHIETI
Payed Bonus (% on base salary)
21,45%
20,05%
22,09%
26,40%
Lump Sum
34.567
1St Job date:
17/04/1989
Senority: 16, 1
Total Variable Pay
88.765
RISORSA STRATEGICA
• Aliquota std totale: ... €
%
23,80%
Total Cash
402.801
102.342
Total Direct Compensation
505.143
Individual compensation Trend
spese
MM€
314.036
22,40%
Long Term Incentives
• Collaboratori: ... Q – ... I – ...
102.342
External Compensation Comparison
Italian MotherTongue
Altre Lauree Indirizzo Econ. Giuridico
• Manodopera: ... ore
Variable Compensation
Long Term Incentives
88.765
Languages:
25,00%
• Valore della produzione: ... MM€
• Costo
Base Salary
Target Bonus (% on base salary)
Professional Community: Risorse Umane
Dimensioni
21
145.009
RISORSA STRATEGICA
• Miglioramento tempi di consegna;
• Integrazione delle produzioni elettriche e
meccaniche conseguente al trasferimento di
attività e risorse dallo stabilimento di ... a
quello di ...
Appraisal
Appraisal
Professional Community: Risorse Umane
Base Salary
MARIO ROSSI
Scopo
Altre Lauree Indirizzo Econ.96.543
Giuridico
Market Total
Compensation
Education
Education
Personal Information
Direttore Pianif.ne, Org.ne, Gest. E Svil. RU
1856
Own Total
Compensation
FINMECCANICA
Job
TitleMaglione
Roberto
Job
Job &
&
Succession
Succession
1St Job date:
17/04/1989
Senority: 16, 1
Hay Grade
356.078
2004
Appraisal
Appraisal
Compensation
Compensation
Appraiser
Max
Funzione Centrale Risorse Umane
Experience
Experience
FINMECCANICA
Date of Brith:
18/11/1960
Place of Birth: CHIETI
Interfunzionalità
Performance
Profile
Profile
Experience
Experience
5
Capacità di Relazione
Location: P.zza Monte Grappa 4
Languages:
Profile
Profile
Assesment Potenziale
Italian MotherTongue
English Advanced
French Intermidiate
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
66,2
SAS HCM
Italian MotherTongue
English Advanced
French Intermidiate
Dati sulle
Persone
Dati sull’
Organizzazione
Processo di VALUTAZIONE E
SVILUPPO delle COMPETENZE
Sistema Gestionale
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