Sophie PILAS

I joined the HRIR-HRIS team supporting the Asia Pacific HR department and business. The role involved supporting 12 countries (6000+ employees, 100+ HR employees).

The key responsibilities were:
• answering the ad-hoc daily reporting needs of the HR partners, business, and senior managers,
• improving usage by HR managers and COOs of the reporting system,
• standardizing the regional recurring reporting and KPIs (80+ monthly reports),
• providing additional analysis on ad-hoc and recurring KPIs,
• driving new reporting initiatives,
• liaising with the IT team for the automation of KPIs and dashboards,
• reviewing the relevance of recurring reports produced by the team,
• producing annual regulatory reports for Singapore, Australia, and Thailand.
Some of the key customers were the Asia Pacific executives, the HR executives, as well the business COOs.

Jun. 2015 to Jan. 2016 I became involved in the global implementation of Workday, which meant:
• acting as a point of contact for the US project team, business analysts, and IT developers,
• gathering the reporting requirements for the HRIR team, their customers across all 12 Asia Pacific countries, as well as for all HR teams,
• reviewing old and new reporting needs in view of the new processes in place,
• liaising with the Asian Payroll, Benefits, Compensation, and HR service Center teams to make sure any process gaps were addressed by targeted Workday reports,
• ensuring all recurring KPIs and dashboards were implemented in the new Workday reports,
• coordinating the testing of the new reports, as well as escalading issues, following up on fixes, regression testing, and approving final reports in Workday,
• advocating and showcasing the new system and reports.
Workday was launched globally early January 2016.

Covering for a maternity leave I held a position as a Business Analyst with the Asia Pacific Technology Business Office of Citibank.
Over the 3-month contract, I took on the writing of the team’s process control manual (PCM) and the review of the weekly and monthly reports’ PCMs.
I also took over the responsibility of the annual update of the Continuity of Business process for the Project Management Office and the Business Office (104 staffs). This task included the review of the Business Impact Analysis and the Business Recovery Plan.
I was also involved in the Operations & Technology culture training roll-out, tracking on training schedule and participants and preparing training PowerPoint presentation.
Finally I took part in the team’s support to the Technology unit by reviewing weekly reporting to the Technology Regional Head and Global Business Office and by coordinating Asia Pacific weekly meeting with EMEA on system changes.

I was offered to transfer to the Project Management Office team in the Operations and Technology department.
I took over an administration role on the program overlooking the implementation, refurbishment and relocation of around 150 Citi branches over a 3-year period with new marketing signage and smart-banking features across Asia.
My tasks involve:
• writing up and following up on the approval process of new project expenditure proposals.
• following up the branches and the program P&L impact, actual and budgeted financials to enable early detection of issues, ensuring corrective action and escalation where appropriate.
• tracking project updates from all 13 countries project managers.
• ensuring effective project reporting to the program manager and communication across all projects.
• maintaining the enterprise project documentation repository.

I also was involved in several other programs, assisting with headcount and financial reporting and building complex multi-dimensional project budget model on Excel.

From July 2009 to December 2009 I have acted as a Project Manager for the implementation by an external vendor of a new online Performance Management system. The role involved configuration options review, project timelines and communication plan definition and follow-up and training documentation creation. This role implied team and vendor management. The system was successfully rolled-out as a pilot to 750 users in December 2009. I then took part in the training, the administration of the system and the technical support of the users. I also wrote all user and administration manuals.
In February 2010, I oversaw the upgrade of the system.
In May 2010, decision was made to roll-out the system to all performance managed staff in eircom. The system was successfully launched to 2,400 users early July 2010, a few days before the end of my contract with eircom.

I also held a reporting analyst role supporting eircom’s Retail HR team. My day-to-day responsibilities included:
• Data gathering and handling, and ensuring the integrity of the data.
• Ad-hoc reporting on MS Access 97, SAP and MS Excel.
• Definition and creation of monthly scorecards with figures relating to recruitment, headcount, staff turnover, pay costs, performance management, training, sick absences, time-in-lieu and outsourced staff.
• Creation of a forecasting pay costs model based on actual figures, recruitment and forecasted leavers.
• Providing administration support associated with the following HR operational processes: performance review, pay and rewards reductions, restructuring programmes, communications.
• Collecting requirements and writing the specifications of any new system needed by the HR team (e.g. online Organisation Structure of the company, Recruitment Management database, New Microsoft Access reporting).
• Creation, administration and constant development of a SharePoint library of publications relating to HR and economic Market trends.
• Training of team members on MS office and new systems such as SharePoint and SuccessFactors. Creation of all related documentation.

I have been involved in defining a KPI Excel tool for the Retail business in eircom. Starting from their strategy, I have identified the main subjects of interest. I defined a pool of KPIs aligned to the strategy that was a starting point of discussion. I also identified the role profiles and main job categories in the business. I then worked with the business to refine the adequate KPIs for the different teams and role profiles. This process involved presentations to senior management.

In January 2009 and 2010, I have also been involved in creating a Profile document of the Retail's staff. It includes yearly trends of eircom's Retail workforce and pay-related figures as well as internal comparison within business units.

Previously to these documents I had worked on a Benchmarking document on the Human Capital trends in eircom and Ireland. I concentrated my study on Ireland's economic situation, telecommunication market trends, demographic status and how eircom compared to the Irish workforce and Irish companies productivity and best practices.

I worked for 8 months as an IT Recruitment Consultant in an Irish-owned recruitment agency.

Specialised in IT and Multilingual recruitment, my day-to-day tasks were as followed:
• Daily cold calling to grow the company’s client base
• Understanding the companies’ needs, their specific area of business and the roles to fill.
• Conducting telephone and face-to-face competency based interviews and providing feedbacks to hiring managers.
• Recording candidates and clients in the database and keeping traces of the selection process for every candidate.
• Organising appointments between candidates and hiring managers throughout the recruitment process.
• Checking references from the candidate.
• Sharing information with the team relating to best practice recruitment methods, sourcing, documentation and business updates.

As a Business Analyst specialised in Business Intelligence’s systems, I participated in the conception and implementation of new BI solutions on the following projects:
• APEC (French Employment Office for managers): Human resources and Finance branches. Reorganisation of the two existing BI systems to merge them in one and creation of a new data warehouse.
• AFPA (French professional formation centre): Management of their activity. Reorganisation of the data warehouse through a Cognos catalogue and creation of new Impromptu reports.
• BOUYGUES TELECOM (French mobile company): Commissions to vendors. Writing test specifications on an existing application.
• CEGETEL (French telecom company): I was in charge of making sure that every delivery of a new program from the development team to the production team was going smoothly and on time. I was also following the day-to-day results of the database feeding.
• SCETA PARC (Parking management company): Creation of a new application to manage their car parks. I developed several reports and conceived the security system of the new BI system with Impromptu Administrator and Access Manager.
• M6 (French TV company): Advertising branch. Conception of a new data warehouse and datamarts, and creation of Powerplay cubes as part as a new advertising Business Information System.
• ANPE (French Employment Office): Management of job’s offers. Conception of a new data warehouse and creation of an in-house data-flow system.

My main tasks can be summarized as:
• Advising and helping clients and customers to express their business needs.
• Advising clients on the security settings.
• Writing technical and functional specifications for new Data warehouses and Datamarts.
• Feeding of the databases.
• Creation of Cognos catalogues and reports.
• Implementation of the security settings.