How did Coca Cola HR analytics create capability within the HR function .

Coca-Cola Enterprises (CCE) Case Study: The Thirst for HR Analytics Grows. "It's a great opportunity for HR, and we should not pass up on it, because, if executed well, HR analytics combined with business dato allows us to highlight the impact of people on business outcomes. It's about small steps, pilots, where you start to demonstrate the power of combining HR and business data. If you understand the business problems and can come to the table with insights that had previously not been seen you enhance HR's credibility and demonstrate the value we can add as a function. What amazes me as a HR professional, with a lean six sigma background, is that companies are often great at measuring and controlling business processes but very rarely consider the importance of people in that process. People are without doubt one of the most important variables in the equation." Data analytics journey The HR analytics journey within Coca- Cola Enterprises (CCE) really began in 2010. Given the complexity of the CCE operation, its global footprint and various business units, a team was needed which was able 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. As a new team they had the opportunity to work closely with the HR function to understand their needs and build a team not only capable of delivering those requirements but also challenge the status quo. "When I first joined Coca-Cola Enterprises in 2010, it was very early on in their transformation programme and reporting was transitioned from North America to Europe. At that point we did not have a huge suite of reports and there was limited structure in place. We had a number of scheduled reports to run each month, but not really an offering of scorecards or anything more odvanced The first step was to establish strong foundations for the new data analytics programme. It was imperative to get the basics right enhance credibility, and automate as many of the basic descriptive reports as possible. The sheer number of requests the team received was preventing them from adding value and providing more sophisticated reports and Scorecards. Coca-Cola Enterprises (CCE) Case Study: The Thirst for HR Analytics Grows. "It's a great opportunity for HR, and we should not pass up on it, because, if executed well, HR analytics combined with business dato allows us to highlight the impact of people on business outcomes. It's about small steps, pilots, where you start to demonstrate the power of combining HR and business data. If you understand the business problems and can come to the table with insights that had previously not been seen you enhance HR's credibility and demonstrate the value we can add as a function. What amazes me as a HR professional, with a lean six sigma background, is that companies are often great at measuring and controlling business processes but very rarely consider the importance of people in that process. People are without doubt one of the most important variables in the equation." Data analytics journey The HR analytics journey within Coca- Cola Enterprises (CCE) really began in 2010. Given the complexity of the CCE operation, its global footprint and various business units, a team was needed which was able 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. As a new team they had the opportunity to work closely with the HR function to understand their needs and build a team not only capable of delivering those requirements but also challenge the status quo. "When I first joined Coca-Cola Enterprises in 2010, it was very early on in their transformation programme and reporting was transitioned from North America to Europe. At that point we did not have a huge suite of reports and there was limited structure in place. We had a number of scheduled reports to run each month, but not really an offering of scorecards or anything more odvanced The first step was to establish strong foundations for the new data analytics programme. It was imperative to get the basics right enhance credibility, and automate as many of the basic descriptive reports as possible. The sheer number of requests the team received was preventing them from adding value and providing more sophisticated reports and Scorecards