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Jos De Bie, HR Business Architect & Program ManagerMichel Vos, Flexso Project ManagerJune 21, 2011
HR analytics create value for both HR professionals and business line management at KBC
Agenda
Introduction
KBC
HR within KBC
Reporting strategy at KBC:
Targets
Current situation
Evaluation : targets vs current situation
Expectations and planned changes
Q&A
PLAN. PREDICT. EMPOWER.
Who is Flexso?
Flexso has become one of the most successful local SAP partners with a team of over 100 SAP experts in Belgium & Luxemburg
Our Mission is to help our customers to optimize business processes in HR, finance, sales & supply chain by providing up-to-date expertise in new SAP solutions & technologies
SAP implementation & Education Partner Silver Partner for SAP HCM & NetWeaver Associate Partner for SAP BI/BO & Financials
More info: www.flexso.com
HR WITHIN KBC
Organogram
Group HR Group functions
HR Belgium Business Unit Belgium
HR Belgium
Together with Financial Control, Prevention and
facilities
4 departments
210 FTE
(1) Member of the Executive Committee of KBC Group (2) Senior General Manager (3) General Manager (4) Head
CEOJohan Thijs (1)
Retail & Priv. BancassuranceDistribution
Guido Poffé (2)
Banking & Investment Products
Johan Tyteca (2)
Life Insurance Products
Dirk Van Liempt (2)
Non-Life Insurance Products
Patrick Tans (3)
HR, Financial Control & Facilities
Erik Luts (2)
CBC, Centea,
Fidea, ADD, Omnia,
VAB, Assurisk, Secura
CEOMarko Voljč (1)
BankingGuy Libot (2)
MarketsPatrick Roppe (2)
KBC SecuritiesPatrick Couttenier (3)
Corporate ServicesDirk Mampaey (2)
Antwerp Diamond Bank,
KBC Private Equity,
KBC Bank Ireland,
Commercial Finance,
Credit Investment
ICT Create and MaintenanceRudi Peeters (2)
Group PaymentsBart Guns (2)
LeasingHerwig Huysmans (2)
Asset ManagementJohan Lema (2)
Consumer FinanceBart Vanhaeren (3)
CEO Jan Vanhevel
Secretariat of the Board of Directors and the Executive Committee
Tom Debacker (3)
Group Secretary
Philippe Verly (3)
B U S I N E S S U N I T S
Inspection Koen De Meyer (3)
Communication Jan Gysels (3)
BELGIUMCENTRAL & EASTERN EUROPE and
RUSSIA
Staff Departments Business Lines
MERCHANT BANKING
Operations
GWPP
Group Functions
S S O
Services Subsidiaries
Czech RepublicČSOB Bank + Insurance
Country Manager: Pavel Kavánek (2)
RussiaAbsolut Bank
CEO: Nikolay Sidorov
BulgariaCIBank + DZI
Country Manager: Peter Andronov (2)
HungaryK&H Bank + K&H Insurance
Country Manager: Rik Scheerlinck (2)
SerbiaKBC Banka
CEO: Avram Milenkovic
SlovakiaČSOB Bank + Insurance
Country Manager: Daniel Kollar (2)
PolandKredyt Bank + Warta
Country Manager: Maciej Bardan (2)
KBC GROUP
CEOLuc Gijsens(1)
InsuranceJohan Daemen (2)
Corporate, Sovereign and Bank Credit
Pieter Vandendriessche (2)
Reporting to CFO Group
CFOLuc Popelier (1)
Group Finance
Christine Van Rijsseghem (2)
Group Value & Risk Management
Lidia Jabłonowska-Luba (2)
Group Legal Division
Wilfried Kupers (3)
Group Tax Unit
Dag Wyntin (3)
G R O U P F U N C T I O N S
CROJohn Hollows (1)
Group HR
Vic Van de Moortel (3)
Group Strategy & Corporate Development
Johan Thiers (3)
GroupCommunication
Viviane Huybrecht (3)
Group Audit
Rudi Ceyssens (2)
Group Compliance
Marie-France De Pover (3)
GROUP
FUNCTIONS
Public Policy Unit
Luk Van Eylen (3)
Group Chief Economist
Edwin De Boeck (3)
PMO
Guy Van Eechaute (2)
PMOPMO
Dirk Laureyns (4)
Financial institutions GroupAdriaan Loeff (3)
Investor Relations
Wim Allegaert (3)
Securities & DerivativesProcessing Directorate
Erik Van Acker (3)
N.B.: given the planned divestment, the former European Private Banking Business Unit is not included in the schematic. 01-05-2011
Group Treasury
Rik Janssen (3)
ICT Infrastructure and TechnologyFrank Demonie (2)
Group Organisation & SupportEric Vandenbempt (3)
COODanny De Raymaeker(1)
HR WITHIN KBC
FUNCTIONAL BUSINESS ORGANISATION
Relationship management
Business partners
HR advisor
HR file managers
Social concertation
Operations
Administration
Assessments
Trainings
Centre of Competences
HR policy
HR product
management
HR development
HR pension
Support
Process management
ICT support
Reporting
Middle Office
HR WITHIN KBC
PROCESSES
KBC HR PROCESSES
HR WITHIN KBC
HR IN EVOLUTION
HR processes are changing drastically and rapidly
HR policy :
4 separate programs 9toLife
Reward4Work
Safe4Future
Go4Talent)
Almost all HR processes are impacted
and have to be adapted
Program started in 2010
and will be completely
implemented in 2013Copernican revolution: The center of the HR spectrum will be the employee
and the manager and not central HR departments.
Examples of
projects: HR4U portal
Cafetaria
Young professionals
9toLife website
Agenda
Introduction
KBC
HR within KBC
Reporting strategy at KBC:
Targets
Current situation
Evaluation : targets vs current situation
Expectations and planned changes
Q&A
REPORTING STRATEGY AT KBC
TARGETS
Support the activities of all involved HR actors
HR Professional
Business Senior Management
People Manager
Employee
Provide HR actors with (1) correct, (2) up to date, (3)
performant and (4) easy to access information
Pro-active
Pull principle
Short time to market
Low processing and ICT cost
REPORTING STRATEGY AT KBC
CURRENT ARCHITECTURE AND TOOLS
Choosing the right environment Clear guidelines when to use reporting in R/3, when
to use BI
KBC guidelines for operational reporting and
informational reporting
KBC definition of informational reporting:
• Supporting operational, tactical and strategic decisions of customers and employees (branch & HQ)
• Jointly processing of several business objects, or several versions of one business object, is functionally necessary
• Mainly calculating derived data or taking different views: the creation of information
• No real-time
REPORTING STRATEGY AT KBC
CURRENT ARCHITECTURE AND TOOLS
REPORTING STRATEGY AT KBC
CURRENT ARCHITECTURE AND TOOLS
Current SAP BI tools in use at KBCBex Suite
Bex Analyzer
Web Application Designer
New strategy for toolsBex Suite
Continued support for existing set-ups
BW 7 & BO
Move to BO tools in the future :
Common approach within the KBC environment
Business Objects chosen as strategic reporting tool
Partial set-up with BOXI 3.1; full roll-out planned
with BOXI 4
BI OrganisationKey Success Factors
Early involvement of the BI team
Start during the feasibility or prestudy phase
Clear focus on business requirements
Reporting requirements made explicit
Possibility of a small prototype set-up
Separate team & budgets for the reporting track
Dedicated approach with long term vision & governance
Centralised expertise & focus on BI (BI maturity)
Information becomes business critical in the KBC environment
REPORTING STRATEGY AT KBC
CURRENT ARCHITECTURE AND TOOLS
REPORTING STRATEGY AT KBC
CURRENT ORGANISATION
Define report requirements
(HR customer)
Develop requirements in SAP
(ICT – SAP)
Set up information in BW
(ICT – CCBI)
Build report in BEX/BO
(HR central reporting team)
Run report (in portal)
(HR central reporting team // HR competence center // HR customer)
REPORTING STRATEGY AT KBC
CURRENT OUTPUT (1)
Domain driven for the different HR domains:
Personnel administration
Organizational management
Learning
Recruitment
Performance management
Payroll
Time
Travel expenses – mobility – environment
Core
REPORTING STRATEGY AT KBC
CURRENT OUTPUT (2)
Functional/role driven
Mandatory (company council, regulators, …)
Indicators & analytics (KPI, trend reports, …)
Reconciliation
Manager self servicing
Employee self servicing
Data transfer (tactical)
Key strategy elements Current status vs target
Support the activities of all involved HR actors
Provide HR actors with (1) Correct(2) up to date(3) Performant (4) easy to access information
Short time to market
Low processing and ICT cost
REPORTING STRATEGY AT KBC
CURRENT SITUATION VS TARGETS
REPORTING STRATEGY AT KBC
SWOT
STRENGTHS A lot of reports are available
A dedicated team to build, maintain
and run reports
Stable process (no complaints)
WEAKNESSES Rather expensive
Limited flexibility
OPPORTUNITIES Reporting is the HR gold mine for
customer satisfaction
New HR responsibilities exploring
requirements “what does a manager need to
fulfill his HR role”
Request for a proactive reporting
culture
THREATS Current process will not be
sufficient to cover the new
expectations and challenges
Agenda
Introduction
KBC
HR within KBC
Reporting strategy at KBC:
Targets
Current situation
Evaluation : targets vs current situation
Expectations and planned changes
Q&A
ANNEXES :
EXAMPLES HR REPORTING
- Recruitment : trend report
- HR indicators
- performance
- training history
- sickness absence
-
-
RECRUITMENT
RECRUITMENT
TRAINING
PERFORMANCE
SICKNESS ABSENCE
HR ANALYTICS
Q & A
