Big data@work: the HR 4.0

Growing by Knowing: The BI to further place Human Resources in

the heart of the business

25th November, 2014

Pamela Mirra- HR Organizational Development Manager

Partner Support: ECOS – Dedagroup ICT Network

Pernod Ricard at a glance

The Challenge

A leading question

We know a lot about our consumers,

but do we know enough about our human capital?

The analysis

To be

As is

• Multiple data sources

(payroll, training &

development, controlling,

administration)

• Manual analysis and figures

computation both for ‘hard’

and ‘soft’ side

• A huge effort concentred in

a specific moment • Only one source

• Most part of the required

outputs via BI

• Monthly data entry with a

manageable effort

The Meeting spot

A winning joining up

7

Payroll System(costs,

demographics,

FTE, etc.)

Controlling(SC, NetSales,

A&P, Budget, etc.)

Training & Development

(evaluation, costs,

hours, type,

attendees, etc.)

Administration(benefit, T &E ,

etc.)

Project phases

8

Basic HR Reporting

HR value-addmetrics

IntegratedTalent Mgmt

metrics

HR business driver

analytics

FY14 – July 2013/June 2014FY14 – July 2013/June 2014

Data from critical

HR process

(evaluation/traini

ng)Data from

company ERP

Combined info

from multiple HR

value-add

process

(metrics)

Business impact

prediction of HR

measures

Project developed with the support of ECOS Dedagroup ICT Network

The tool – Introduction tab

The tool – Workforce metrics tab

The tool – HR matrix tab

The tool – Individual profile

The tool – HR Matrix insight tab

The tool – Leadership skills tab

The tool – Finance tab

The tool – Structure cost tab

Achievements

A business tool

The whole company population involved with greater motivation &

sense of empowerment: we gained 145 passionate brand ambassadors able to act outside the company

In line with the PRI Academy approach, a significant

enhancement of the insourcing trend with a zero cost impact initiative (the only cost was related to the annual meeting

already forecasted)

• A tool able to further professionalize HR function and legitimate

HR function as Business Partners

• More credibility for HR in front of Finance, IT and Executive

Commitee

• Less chances for mistakes

• More speed

• More accuracy

• Effort spread over the months

• Possibility to track the same data over the FY

A worthwhile investment

A consistent and on-going participation on the 8 Chatter groups, one of our battleground for this year

A long-term cost saving investment

A way to develop innovative competencies and skills for HR team

New opportunities?

A consistent and on-going participation on the 8 Chatter groups, one of our battleground for this year

High generalization potential:

• At other affiliates level: reimplementable customizing it

according to country needs

• At Southern Europe Management Entity level getting

aggregated figures on shared variables

Awarded as one of the

Pernod Ricard

HR best practices

for FY14

Thank you!