solvay - hr analytics supporting swp- 11 5 2016 v1

HR Analytics Supporting Strategic Workforce

Planning

HR & Workforce Analytics Innovation, London May 2016

Solar Impulse

HR Analytics Supporting Strategic Workforce Planning

HR&Workforce analytics innovaiton London May 2016 – Eric Breny 2

30,000

Solvay - a world leader in the chemical industry

employees

145 industrial sites

21 major

R&I centers

53 countries

€ 12.4 billion of net sales

€ 2,336 million of REBITDA

Pro forma 2015 figures including Cytec (unaudited)

3

We adapt our product offering to demanding markets

Distribution of 2015 net sales



HR&Workforce analytics innovation London May 2016 – Eric Breny

Consumer goods

& Healthcare

Industrial

applications

Electrical &

Electronics

Automotive &

Aeronautics

Energy &

Environment

Agro,

Feed & Food

Building &

Construction

21%

18%

6%

26%

8%

10%

11%

Solvay’s Global Business Units are grouped into 4 clusters



4

Functional

Polymers

3 GBUs

Net sales: € 1,926 million

10 % REBITDA margin

REBITDA: € 190 million

• Polyamide 6.6 for

yarns, fibers and

engineered plastics

• Vinyls and

Epichlorhydrin for

construction

Advanced

Materials

Performance

Chemicals

Advanced

Formulations

3 GBUs


18 % REBITDA margin


• Amines, surfactants,

polymers, biopolymers

for cosmetics

• Vanilla flavors, diphenol

& derivatives for food

• Polymer additives &

formulated resins for the

mining industry

4 GBUs


24 % REBITDA margin

REBITDA: € 1,079 million

• Specialty and high

performance polymers

for electronic devices

• Lightweight

components for

aeronautics

• Silica for tyres

• Fluor, rare earth

formulations for semi-

conductors

4 GBUs


25 % REBITDA margin


• Soda ash, sodium

bicarbonate, trona for

glass and detergents

• Hydrogen peroxide for

paper pulp, hygiene

• solvents, phenol

derivatives for synthetic

resins

• Cellulose acetate tow

for cigarette filters


Definition: SWP, at Solvay, is a process, run by GBU, to ensure the

availability of Talent in expertise, in headcounts, in costs as to secure the

delivery of the Strategic Roadmap.

• the GBU set their own strategy, hence define own strategically critical

roles – the first step of any SWP

• All roles –strategic or not- are described in standard job descriptions.

• Job descriptions contain a.o.critical expertise

• Hence, insufficient proficiency in an expertise of a strategically critical

role holder might impair success of the strategic roadmap.

Stragegic Workforce Planning



5

Critical expertise - Framework

• Critical expertise: knowledge or skill, absolutely needed to perform a job

successfully – concerns Exempts only.

• Job descriptions describe 8-12 critical expertise by job, with 4 required levels

• Expertise proficiency is evaluated yearly

• Little/no knowledge

• Understanding

• Application

• Full Appropriation

• Group Expert

• 6600 Exempts assessed for 2015 on 11 expertises = 70000 datapoints.

6 HR Analytics Supporting Strategic Workforce Planning


Demonstrated level vs Required critical expertise level

7

Below 11%

At level 65%

Above 24%



Avoid strategic risk : Strategically critical role hoders below required expertise level could impair success of strategy



8

-600 -400 -200 0 200 400 600 800 1000

GBU #1 | 1153ex. gaps of which 386 (33 %) in critical roles

GBU #2 | 1114. . . . . . . . .128 (11 %) . . . . .

GBU #3 | 1000. . . . . . . . .24 (2 %) . . . . .

GBU #4 | 760. . . . . . . . .81 (11 %) . . . . .

GBU #5 | 410. . . . . . . . .71 (17 %) . . . . .

GBU #6 | 381. . . . . . . . .90 (24 %) . . . . .

GBU #7 | 324. . . . . . . . .26 (8 %) . . . . .

GBU #8 | 287. . . . . . . . .58 (20 %) . . . . .

GBU #9 | 253. . . . . . . . .71 (28 %) . . . . .

GBU #10 | 164. . . . . . . . .22 (13 %) . . . . .

Expertise Gaps Strategically critical roles Expertise Gaps other roles

Identify Expertise risk : development steps to go for those below required expertise level – esp. Should-be group experts


HR&Workforce analytics innovation London May 2016 – Eric Breny 9

14%

9%

4%

5%

4%

10%

4%

55%

43%

54%

40%

68%

45%

33%

16%

25%

23%

30%

15%

25%

42%

12%

12%

19%

19%

9%

14%

17%

2%

10%

1%

6%

4%

6%

5%

0%10%20%30%40%50%60%70%80%90%100%

Industrial | 2442 exp.gaps

Marketing and Sales | 1439 exp.gaps

Supply Chain | 603 exp.gaps

Finance | 576 exp.gaps

Research & Innovation | 557 exp.gaps

Human Resources | 484 exp.gaps

Information & Knowledge | 480 exp.gaps

Bring from 'Little' to 'Understanding' Bring from 'Understanding' to 'Application'Bring from 'Application' to 'Full Appropriation' Two or more expertise steps to go Bring from 'Full Appropriation' to 'Group Expert'

The extra mile : a relationship between Expertise proficiency and Performance

Performance

Number of

expertise below

required

Number of

expertise at level

Number of

expertise above

required

Low Performer 3 6 1

Masters 1 7 2

High Performer 1 5 4


HR&Workforce analytics innovation London May 2016 – Eric Breny 10

Under-performing individuals are below required level for

3 critical expertises : Correlation pattern:

Out of 366 critical expertise, 42 most frequently appear

among high and low performers

Such expertise are assumed to support performance and

will be developed systematically

Mitigate operational risk : focus learning actions on Performance supporting expertise gaps

11

0 500 1000 1500 2000 2500 3000 3500 4000

23977 expertise below req.of which 15% Performance supporting Expertise

Learning domain Leadership & Management | 10334 exp <req.ofwh.18% PSE

. . . . . .Industrial | 9030 . . . . . . . . 17% . .

. . . . . .Commercial | 7296 . . . . . . . . 49% . .

. . . . . .Research | 5686 . . . . . . . . 4% . .

. . . . . .Information Systems | 5469 . . . . . . . . 23% . .

. . . . . .Finance | 4763 . . . . . . . . 13% . .

. . . . . .Procurement | 3490 . . . . . . . . 22% . .

. . . . . .Human Resources | 3401 . . . . . . . . 7% . .

. . . . . .Communication | 2991 . . . . . . . . 26% . .

. . . . . .HSE – Industrial | 2818 . . . . . . . . 10% . .

. . . . . .Marketing | 2736 . . . . . . . . 0% . .

. . . . . .Supply Chain | 2602 . . . . . . . . 15% . .

. . . . . .Legal & Compliance | 1272 . . . . . . . . 5% . .Below req. PSE



• Purpose of HR data analytics is to pinpoint

risks and to trigger mitigation actions.

• That’s just the beginning of an improvement

process…

Conclusion



12

www.solvay.com

solvay - hr analytics supporting swp- 11 5 2016 v1

Documents