Company leaders in financial services often say "people
are our greatest asset." At BNL -- Gruppo BNP Paribas, it
is more than a mantra – BNL leveraged its investment in HR
systems, using SAS to turn
SAP R/3
data into intelligence. And the investment paid handsome dividends.
Return on investment through compliance and skills matching
BNL is one of the largest Italian banking groups and ranks among
the top 60 European banks and the top 100 banks in the world in terms of total
assets, with over 3 million customers in retail, private and corporate markets.
Following the completion of the Public Tender Offer on BNL's ordinary shares,
the bank's capital is held by BNP Paribas, number one in Euro Zone for market
capitalization, with 170,000 employees around the world.
BNL has approximately 16,000 employees. Managing the HR budget
is a real challenge, and so too is recruiting, developing and retaining
talent. With so much at stake, in 2005 BNL wanted to ensure that
it used employee time as effectively as possible, identified the
areas where the company gets best return on its investment in human
capital, and spent the training and education budget wisely to align
company and individual development needs.
Claudio Geloni was at time the company's HR Controller
(now IT Controller), responsible for predicting the personnel needs
of the organization in Italy, preparing annual HR budgets, providing
statistical and compliance information, and managing the HR data
base developed by the IT department. In 2005 BNL started a project
to leverage SAP administrative data and DM payroll transactions
in its HR system, to enable the bank to evaluate its intellectual
capital assets, carry out gap analysis and map out a path forward.
"Clear and transparent information on intellectual capital increases the
total value of an organization," says Geloni. BNL wanted a solution
that could be rolled out quickly to a large user community, via a Web interface.
It therefore selected SAS to build an intelligence solution that would feed reports
on HR costings, personnel, sources and vacancies and turnover plans, as well
as supporting a management scorecard.
The human
capital management is refreshed with data extracted from
SAP every day and from DM payroll every month. Features of the
first phase implementation included the ability to:
- Trace historical trends in staff costs, detect redundancies,
and monitor and plan phenomena related to personnel costs such
as turnover, age, seniority, education, rate placement and payroll
- More effectively manage employee growth paths and skill maps
- Study fixed and variable labors, simplifying budgeting and reporting
- Highlight compulsory special charges against the company, provisions
for severance pay and long term benefits, taxable income and other
amounts connected to compensation
- Simulate cost reductions and analyze the impact of external change
such as the economic climate – on the organization and on
compensation
In the second phase, BNL is adding new features to its SAS solution,
enabling it to:
- Trace historical trends of time worked and absences
- Analyze roles and positions, map and trace skills and expertise
- Analyze performance through scorecard models
"Our SAS human capital management solution put valuable
intelligence in the hands of local managers, enabling them to make
decisions for themselves rather than waiting for information and
instructions from the center," he adds. Challenges
such as succession planning can be dealt with in a more timely
fashion.
"We have already seen a return on our investment in SAS,
especially because it has supported compliance with
IAS regulations. More important is the long-term ROI that we derived
from the HCM solution's scorecards, which enabled us to plan future
HR needs," concludes Geloni. |
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