Actionable HR at PostNL

EUROPE

Eric  van  Duin  –  Robert  Mansour  –  Amsterdam  –  November  2015  

@HROToday EUROPE

Little quiz

Male (%) Female (%) N1 N2 Sig.4,7% 4,6% 22767 22830 NO  

 QUESTION  1  

 “Which  gender  has  the  highest  absenteeism?”  

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Little quiz  

QUESTION  2    

“Which  gender  has  the  highest  abscence  frequency?”  

Male Female N1 N2 Sig.0,52 0,66 22.767 22.830 99,90%

@HROToday EUROPE Eric  van  Duin   Robert  Mansour  

§  Educa;on  in  IT  and  Financial  management  

§  Business  Intelligence  expert  since  1992  

§  Consultancy  en  project  management  

 

§  MSc  Systems  Engineering  §  Consultancy  /  management  

roles  in  process  improvements  

§  Manager  HRIS  at  PostNL  since  2014  

 

§  56,000  employees  /  31,000  FTE  §  Revenues  €  4,25  billon  §  11%  decline  mail  volume  vs  9%  

increase  parcels  §  Some  HR  KPIs:  

§  Absenteeism  rate:  4.7%  §  Employee  engagement:  

60%  §  Dedicated  HRIS  team  within  

(business)  HR  §  Strong  focus  on  the  end  user  §  Integrated  process  approach    

Why  our  clients  choose  TopBI:  

§  Professionals  with  broad  experience  in  BI  and  analy;cs  consultancy.  

§  Business  and  IT  knowledge  combined  

§  Realisa;on  of  Business  intelligence  and  Analy;cs    applica;ons  which  increase  the  success  and  ROI  of  organisa;ons.    

 

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Situation / complication •  Absence is a persistent (HR) issue for every company •  Especially for a production company, shifts must be filled •  Within PostNL there was a fragmented responsibility and all sorts of tools were

used to manage absence –  Process tools: SAP ECC, custom (MS Access) application, MS Outlook –  Information / reports: SAP BW, MS Excel, MS Powerpoint

•  Best practice teams within PostNL were structurally outperforming the company average

•  Issues: –  Non standardized process –  Non standardized reports –  Existing reports inadequate: “rear view mirror”

•  Management not in control!

?

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Issue BI situation

•  Informa;on  does  not  relate  to  business  objec;ves  and  is  insufficiently  applicable  

•  Difficult  to  formulate  result-­‐driven  follow-­‐op  ac;ons  on  informa;on  

“I  have  nothing  to  base  my  decisions  upon”  

“I  can  do  nothing  with  these  reports”  

“BI  doesn’t  add  any  business  value,  dead  rear  view  mirror”  

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Cause analysis •  BI  specifica;ons  are  defined  without  a  solid  

founda;on  (“What  can  I  do  for  you?”)  

•  Insufficient  ;me  and  afen;on  is  paid  to  the  defini;on  of  business  cases  

•  Informa;on  is  insufficiently  ‘matched'  with  business  processes  and  business  objec;ves.  

•  How  do  we  define  management  informa;on  which  is  well  related  to  business  objec;ves?  

•  How  does  informa;on  translate  to  required  ac;ons?  •  How  do  we  make  management  informa;on  

'ac;onable'?  

?

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BI related to organisational objectives

KPI framework

Repor;ng

Analysis

Organisa;onal  objec;ves  and  BI  

Strategic

Tac;cal

Opera;onal

Informa;on  must  match  with  business  objec;ves  

Informa;on  must  match  with  business  processes  

Coherence  between  KPIs  and  cause  &  effect  in  business  situa;ons    

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Step 1: Strategy discovery

Business process models

•  Determine  business  strategy  and  related  objec;ves  •  Determine  Scope  •  Iden;fy  responsibili;es  and  relevant  business  processes  •  KPI  overview  

Activities

Products

KPI overview

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Step 2: Business modelling •  Establish  cause  &  effect  model  of  factors  influencing  objec;ves  •  Group  factors  into  logical  clusters  •  Check  with  ini;al  strategy  and  objec;ves  

cause  &  effect  model

Activities

Products

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Step 3: KPI definition

Ac;onable  Factor  can  be  influenced  by  the  organisa;on  

Measurable  Factor  can  be  measured  and  monitored  

•  Define  measureable  factors  •  Define  ac;onable  factors  •  Validate  and  improve  KPIs  and  their  threshold  values  

Relevant factors

Activities

Products

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Step 4: BI design •  Dashboards  are  based  on  strategy  and  reponsibili;es  •  Dashboard  layout  is  based  on  clusters  of  related  factors  •  Reports  are  ac;onable  and  offer  links  to  underlying  details  

Design of Information products

Products

Activities

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Business Implementation •  Parallel on designing the dashboard we

standardised the operational absence process –  Adjustments in SAP HCM –  Based on best practices from business KPI leaders and

HR experts –  Changed responsibilities for absence management:

split in short term vs long term

•  Absence management incorporated into our “performance behaviour” management approach –  From KPI to AI for operational management –  Dashboard in SAP BusinessObjects on HANA

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Result: standardised process

Teamviewer

Personal  details

Absence  history

Reports

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Result: standardised process

Teamviewer

Personal  details

Absence  history

Reports

Toevoegen  Plaatje  van  de  PW  ac;es  

Ac;vi;es  related  to  absence

Progress  indicator

Responsible    role

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Result: actionable BI

Teamviewer

Personal  details

Absence  history

Reports

REPLACE  

SAP  OM  naviga;on

details

Links    to  relevant  SAP  BW  reports

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Result: actionable BI

benchmarks

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Results •  Improved insight in strategic approach to absence,

which led to –  New standardized HR process wrt absence –  Differentiated responsibilities (long term vs short

term) –  Fact-based dialogues on absence

•  Improved business intelligence –  Self service –  Actionable

•  Related to strategic, tactical and operational objectives •  Tailored to user responsibilities •  Driving actions

–  Attractive –  Automated

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Learnings •  Approach leads to approved user adoption

–  Early involvement, better fit with processes

•  Importance of stakeholder management •  State-of-art technology adoption risks •  Behaviour: the system is for the people

–  “What’s in it for me”: reward the effort –  Design aspects: performance, actuals, look-and-

feel

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Q&A

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