ArcelorMittal case study

Arcelor Mittal logo

The Head of Leadership Development at the world’s largest steel company, Brian Callaghan, describes how people measures and performance management systems are helping ArcelorMittal build their talent base.

The HR function at ArcelorMittal works closely with other business units to find and develop suitable talent through their Global Employee Development Programme. Rigorous gathering and analysis of their performance management measures ensure that their talent is well supported throughout their career. The insights that there people measures provide has allowed ArcelorMittal to develop a robust succession plan (83% of movement in 2013 came from their plan) as well as increase their employee engagement scores across the organisation.

This case study was written by Dr Anthony Hesketh , Senior Lecturer at Lancaster University Management School. The original version of this case study can be found in the report: Managing the value of your talent: a new framework for human capital measurement (CIPD 2014)

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ASDA case study

Asda logo

ASDA’s people are at the heart of the organisation’s growth and success, and reflecting the diversity of the communities in which the business operates is important for the business to continue to meet the high expectations of its customers. Utilising this diversity in the workforce is a powerful way then for the business to connect with customers and deliver the type of service they desire – as a result HR strategy and operations are tailored to reflect the individual needs of employees.

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Capgemini case study

Capgemini logo

Employing over 180,000 people across 40 countries, Capgemini relies on the expertise and skills of its workforce to deliver high organisational and financial performance. Faced with challenges such as siloed departments and reporting of often disconnected data, Capgemini sought to create a tool that would offer access to key human capital data and insights in one place.

Working with partner Qlik they established definitions and indicative metrics in several areas including attrition, talent management and learning and development, and, keeping in touch with stakeholders around the business, built a tool that illustrated their data in a clear and coherent way. Capgemini have seen the appetite for data increase and their HR team are using the data to explore new areas of the workforce which they believe will improve business performance.

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Coca-Cola case study

Coca-cola logo

This case study provides insight into Coca-Cola Enterprises’ (CCE) data analytics journey. Given the complexity of the CCE operation, its global footprint and various business units, a team was needed to provide a centralised HR reporting and analytics service to the business. This led to the formation of a HR analytics team serving 8 countries. Read the full case study to find out how the HR analytics team were able to increase data maturity and improve business performance.

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Enterprise Rent-A-Car case study

Enterprise rent-a-car logo

Enterprise Rent-A-Car places a lot of importance on the gathering and interpreting of workforce data. We interviewed Leigh Lafever-Ayer, HR Director UK & Ireland at Enterprise Rent-A-Car to find out more about the data they collect, and how they use it.

"It’s about knowing what we’re doing, and what’s important to the business. It’s about telling people why the data is important, and what that means to the business."

Leigh tells us about the closed talent system at Enterprise – 99% of promotions are from within the organisation – and explains that this means that the company needs to know a lot about its talent. The HR team ‘use the data to tell a story’ about why people are attracted to work at the company, and where they’ve come from, while being transparent about the collection and use of data in the organisation.

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Halfords case study

Halfords logo

Halfords, a specialist retailer of leisure and car products, provides a useful current case study of effective human capital management reporting in action and demonstrates the importance between the successful alignment of business and HR strategy underpinned by clear HCM measures.

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London Councils case study

London Councils logo

London Councils is a lobbying organisation working across political parties to promote the interests of London’s 32 borough councils and deliver services on behalf of the public. One of the ways London Councils provides support is through a professional HR Metrics and Workforce Planning network which helps London boroughs report on, explore and share people data to improve performance.

The HR Metrics group enables councils to benchmark their data at a regional level, allowing councils to evaluate their own performance and adopt best practices thereby improving their cost effectiveness and performance. Through the collection and sharing of HR data, such as recruitment and retention information, councils have been able to work collectively to identify and solve challenges they all face.

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Microsoft case study

Microsoft logo

Microsoft is a data-driven organisation that puts data-led decision making at the heart of its business strategy. Targeted gathering of their human capital data is enabling them to gain analytical insights and solve practical business problems across their organisation.

Read about Microsoft’s four stage approach to gaining insight from their human capital data:

  1. Collection – “what is really important to take away is that you don’t need a ton of data to be able to make traction”
  2. Definitions – “definitions play a key role in deriving meaningful insight”
  3. Analysis – “once you begin analysis you will almost certainly generate additional questions”
  4. Action – “data gets involved in nearly every decision we make in HR”

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Royal United Hospitals NHS Foundation, Bath

Royal United Hospitals Bath - NHS Foundation Trust

Culture and values are central to delivering good patient outcomes at Royal United Hospitals NHS Foundation Trust (RUH), where employee values are co-developed across all organisation levels, and championed by senior leadership. By using ThanksBox recognition and engagement technology, the RUH has driven the uptake of cultural values across the trust. This case study explores the application of recognition technology within a complex organisational environment, and offers insights from senior HR leadership as to how to best implement technology to drive up engagement

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Unilever case study

Unilever logo

Unilever’s Senior Vice President of Leadership and Organisational Development, Leena Nair, describes their HR vision – People, Place, Performance – and how people measures are helping to secure the top talent, make Unilever the best place to work, and ensure their people are performing to their productive best.

In the face of stark competition Unilever have been using their people measures to increase the impact of their recruitment activities and analyse the success of their employer branding and measure and improve the effectiveness of their organisation.

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Podcast interview with James Stringer: Director, HR Information, Unilever

In this interview, James tells us Unilever’s data story, starting around seven years ago when the HR function was globalised. With a new HR operating framework, and a single system in place for all 104 countries, it was important that they also had global definitions and people metrics. As James explains, doing this put them in a very strong position – it ‘opened up the power of information’.

James tells us about the 78 core HR metrics that Unilever collects about every employee, and then about additional data such as talent management information, and people survey data. They’ve got to the stage where ‘doubting of the data is off the agenda’, and people no longer challenge HR figures and information: "To be able to know what’s happening where, anywhere in the world in Unilever, with three or four years of history on our systems, is quite amazing."

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Xerox case study

Xerox logo

In 2013 Xerox marked 75 years of xerography and of revolutionising how the world works and shares information. Their business has been built on helping their customers solve complex business processes and challenges. In order to maintain sustained business performance, the HR and Finance functions at Xerox have integrated their strategic and operational thinking, understanding that their people processes are often at the heart of solving their business challenges.

CFO, Xavier Heiss, explains how the two business functions have worked together to increase the value of the services they provide through understanding the intangible value people bring to their customers, such as goodwill.

This case study was written by Dr Anthony Hesketh , Senior Lecturer at Lancaster University Management School. The original version of this case study can be found in the report: Managing the value of your talent: a new framework for human capital measurement (CIPD 2014).

Download the full case study below:

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