Employee Relationship Management: HR Strategic .Employee Relationship Management: HR Strategic Management

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)

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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

Associated Companies

Participated Companies

Group Leading CompanyGroup Leading Company

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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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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%

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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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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

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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

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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

ProfilingPromotionsAnti Attrition

Risk Management

SAS Risk Management

Market RiskCredit Risk

Basel IIAsset Liability Management

Information Technology

SAS IT Service Management

Service LevelsService Level AgreementService List

HUMAN RESOURCE

SAS Human Capital Management

ERMSkills Talent ManagingEmployees costSimulation What If..

SAS Human Capital

Management IAS 19

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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 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

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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

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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

SCM CRM Partners

Human Capital IntelligenceHuman Capital Intelligence

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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

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Objectives of HCM solution

Creatingan integrated data system support for human strategic

management

to gainclear competitive advantage

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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 SapTime

management

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