Datasysteem ondersteunt duurzame business Leen Roegiers werkt als HR Data Analist bij Puratos. Ze werkte mee aan het geïntegreerd datasysteem dat de ondersteuning van de duurzame business groei moest garanderen. Vandaag is het systeem ondersteunend aan vele HR-processen en brengt het een transformatie tot stand waarin elke HR-verantwoordelijke wereldwijd een strategische speler wordt. Leen komt hierover getuigen.

1. Building HR Analytics
@ Puratos

2. Ingredients for bakery,
patisserie & chocolate
BAKERY PATISSERIE CHOCOLATE

3. Key company data
Products
100
countries
7.700
employees
Since
1919
Family
owned
430 in R&D
2.600 Operator

5. Our way of acting

6. Artisans Industry Retail Foodservice Chocolatiers
Our mission develop their business
Helping our customers

7. The customer’s finished good
as a starting point

8. Providing additional
consumers insights
TRENDS, BEHAVIOUR
& ATTITUDES
IDENTIFY CONSUMER
PREFERENCES
TEST PRODUCTS & CONCEPTS
SUPPORT TO
INTERPRET INSIGHTS

9. Customer expectations at the center
Margin &
efficiency
Peace
of minddifferentiation
Innovation &

10. We continuously invest in R&D
INNOVATION IS IN OUR DNA
the first complete improver
Inventor of T500
2,2%
of group’s revenue
R&D
6.000m2 Inspirience Center
International R&D
69
Local centres
in the world
R&D CENTRESINNOVATION PURAMID

11. Our commitments
Nutrition
Next Generation

12. 1 Single Integrated Source of Truth
Acquire
Engage
Develop
Lead
Retain
Evaluate
Farewell
VISION
GROWTH
ESTABLISHMENT
EXTENSION
REBOOTING Organization
Life Cycle
Employee
Life Cycle

13. From Ineffiencies… To Resolution
PARTNERSHIPS START UP
HR
FinanceICT
Scattered
Group &
Local
Applications
Poor
Data
Quality
Limited
Reporting
Functionalities
Renaissance
Program
AS WAS

14. What we promised in 2013
1 Global template for
- Employee data
- Organization data
(based on Position Mgmt)
Simplified, standardized,
better controlled people
mgmt processes
Reporting & Metrics
Added value activities
Reduce the nr of systems
& complexity
Easy implementation
Self speaking
Self service
Connected data
Effective date
User & Authorization Mgmt
Integration platform
HR point of view System point of view Finance point of view
1 tool
1 common language
1 set of info
Align people cost & people data
Global & Local
- Budgeting
- Forecasting
- Strategic LT-planning
Who? What?
Where? When?

15. 2014 : CORE HR DATA
‘Get the basics right’
Global Template
HR Core Data
Compensation
& Benefits
Learning &
Development
Performance &
Goals
Staffing
Succession
Workforce
Analytics
Workforce
Planning
Talent
Management
Build talented
teams with
great leaders
Career
Management
> 2015
What we promised in 2013
Numbers
Movie
Business
Metrics
Business
Decision
Who? What?
Where? When?

16. The New Context : The New Employee Relationship/Experience
Employee Intimacy
Integrated
Operational
Excellence
Data automation
Emotional
Experiences
Empathy
Creativity
Passion
Eliminating routine work Increasing added value activities
The Digital Relationship The Human Relationship
It’s not about how to do digital HR, …… but how to do HR in a digital world
Where we are today

17. 2014
2015
2014 2015 2016 2017 2018
Employee & Organization
Core Data
Public & Talent Profile
Performance Review
Talent Review
Recruiting Mgmt
Learning & Development
Salary Review
Onboarding
Design
Implementation
Languages
White Collar
Employee Self Service
Workforce Planning Workforce Analytics MobileTBD
White Collar
BE Pilot
Blue Collar
Fr, Nl, Sp? Port, Rus, Ch
Position & Hiring Request
BE Pilot
2019
Full long term roadmap
Collaboration Tool

18. Position Management in everything we do

19. Position Architecture Structure (PAS)
Connections between Position & Employee
• Organization Structure
• Direct & Functional reporting lines
• Employee Move
• Career Development
• People Development
• Succession Planning
• Grading
• Pay Structures
• Geographical scope
• Job Taxonomy
• Competency level
• Expert and Manager
• People Cost Allocation
• Position & Employee Life Cycle
• Vacancy & Hiring management
• Confidentiality & Authorization
Job Family
Job Sub Family
Job Category
Job
Taxonomy
Job
Taxonomy
Position Management in everything we do

20. Group Headcount, Productivity and Attrition Analysis
Align People Cost & People Data
4/28/2017, Page 20

21. 6.500
6.750
7.000
7.250
7.500
7.750
8.000
Act Dec PY Act Oct YTD Bud Dec Y FC Dec Y Bud Dec Y+1
Headcount Budget & Forecast Accuracy
+2,0%
in 10 months
-2,4%
by year-end
+3,5%
in 2 months
 65% of yearly
hiring in
Nov/Dec
+5,9%
in 14 months

22. Budget Accuracy – HC/FTE
Do we consider the impact of … ?
• Attrition
“Adding 100 HC means hiring 110 HC”
• Monthly phasing & timing of hiring
• Recruitment effort & planning
What is the impact on …?
• Productivity
• Non-hiring
• Contingency workforce
4/28/2017, Page 22
88%
90%
92%
94%
96%
98%
100%
102%
104%
2011 2012 2013 2014 2015
Budget Accuracy
Sales Accuracy FTE Accuracy

23. 4/28/2017, Page 23
41,0%
42,0%
43,0%
44,0%
45,0%
46,0%
0
50.000
100.000
150.000
200.000
250.000
300.000
PY B A
Consolidated GM
Consolidated Salary
Consolidated Productivity
Budget Accuracy – Is Productivity (Salary / GM) considered?
What if budgeted…
• Gross Margin increase > Net Sales increase
• Salary increase > Gross Margin increase
• Salary/FTE decreases
• % of HC in Mgr-level increases
• Recruitment cost is “no where”
What if by year-end…
• Bud FTE > Act FTE
• Bud Salaries = Act Salaries

24. 4/28/2017, Page 24
Business Growth Ambitions
39,0%
39,5%
40,0%
40,5%
41,0%
41,5%
42,0%
42,5%
43,0%
43,5%
44,0%
44,5%
0
200000
400000
600000
800000
1000000
1200000
1400000
1600000
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Salary GM Sal/GM %
3000
4000
5000
6000
7000
8000
9000
Headcount evolution
We continue !!!
Realistic – Achievable
?

25. Main driver for productivity is always Gross Margin
IF Gross Margin is not on target
THAN the Salary mass should be monitored
 Can we predict the year-end hiring; based on history / budget / attrition ?
 What is the impact of non-hiring?
 Can we predict a potential saving if we don’t deliver the monthly HC budget?
 What is the impact of non-budgeted contingency workforce?
 Would we overspend in case we exceed our HC budgets?
 Can we define hiring priorities?
 Can we define how many FTE we can afford?
 What if budgeted job levels are underestimated?
 What is the impact of the cost of attrition? The cost of recruitment?
 Can we postpone hiring's? What is the impact of carry-over next year?
 …
How to monitor productivity during the year?
HC/FTE evolutions
as value driver

26. 4/28/2017, Page 26
How to connect people data with people cost?
Data Governance Program
• “CAT”-reporting
• Data verification model
• Iterative data cleaning & training
• Data dictionary & criticality index
• Internal Audit assessment
• Renaissance Steerco
Job Taxonomy Implementation
• Aligning Job contents & Job cost allocation
People
Process
Data
Systems
New way of
working
Definitions
Governance
Global / Local / “Glocal”
Budget process – CI
• Base: Active positions HR-master system
• Reconciliation with P&L
• Productivity focus
• Additional positions vs replacements
• FTE phasing
• Salary benchmarks
During the year 1 “SISOT”
• Position Request
• Hiring Request
• Monitoring Productivity Actuals vs Targets
Position based WorkForce Planning;
integrated with LRP
HR = Finance

27. Thank you for
Your attention Q&A?