Process management and HR reporting have become essential pillars in optimizing information systems. At Arago, Pierre Carré perfectly embodies this evolution. Sitting at the crossroads of strategy, technology, and client support, he holds a strategic role: Process Manager. In this interview, he shares his vision, methods, and the solutions he implements with his team. Discover his insights and step behind the scenes of the Process Manager role!
I’m the Reporting Process Manager at Arago. The position was open when I arrived, and I saw it as a great opportunity, given my previous experience in the field. My role involves defining Arago’s reporting strategy, managing the associated documentation, and ensuring clear communication around the relevant modules. The goal is to structure initiatives that bring real added value to our clients. On the SAP SuccessFactors side, reporting is undergoing significant transformation. We’re working closely with SAP, aligning our strategy with theirs to support clients through this transition.
Reporting relies on data from other modules. So it's essential for consultants working on those modules to understand how their configurations impact reporting. Also, during design workshops, clients often raise questions about data tracking or usage, so it’s vital for functional/module consultants to have a basic understanding of reporting—its possibilities and limitations. Likewise, consultants focused on reporting need to understand how each module works: its logic, data, and supported processes. In other words, they need to grasp the functional logic to ask the right questions and propose appropriate solutions when building indicators and data visualization components. That’s why we hold regular internal meetings to share knowledge and tips between functional and reporting consultants. These sessions help disseminate best practices and ensure we’re leveraging the full potential of the application.
Another internal initiative involves developing a report offering based on client feedback and needs gathered during our engagements. This complements SAP’s standard offering and addresses gaps. Functional consultants or Process Managers define the specifications, which are then passed on to the reporting consultants for implementation. It’s a co-creation process where different expertise areas come together. We also involve our clients in this process—some even test our reports in a pre-release phase and provide valuable feedback. They benefit from early access to “beta” products, and we refine our offerings based on their input. A recent example: an onboarding report developed with Guillaume, our Onboarding Process Manager, and the functional consultants, is currently being tested by a client. This collaborative work gives us real-world feedback to improve our solutions.
Through initiatives like this, we structure a clear process for report development. As Process Manager, I coordinate these efforts, ensuring everything stays aligned and efficient.
Historically, reporting was often a lower priority in projects. Today, it’s being integrated earlier. This includes workshops to identify needs and co-construct a tailored strategy.
Training is also critical. We offer personalized training during both project and production phases. For clients lacking internal resources, our Time & Material (TMA) service allows them to delegate report development while maintaining high-quality results.
Absolutely! One great example is the “Success2Learning Analytics” offering for the LMS module (learning). It includes 8 “story” reports that clients can select à la carte. The result: what used to take three days a week to build manually from exports is now available just a click away. We also offer training on reporting tools: from tables to stories, from beginner to advanced levels, including specialized modules (recruitment, performance, etc.).
An HRIS isn’t just for storing data—it’s there to leverage that data for decision-making. Reporting enables HR to steer the organization, analyze performance, and meet legal obligations like the CSRD. It becomes a strategic tool for HR and managers, far beyond simple data exports. With “story reports,” we can now create dynamic dashboards, calculate complex KPIs, and visualize data in real time.
Previously, one of our clients in the television industry spent hours compiling data for their career committees. We built them a “story report” that automatically gathers all necessary information: number of candidates, involved stakeholders, skill radar, and more—a huge time-saver.
Another case: a tool for tracking job occupancy that shows real-time assignment rates and helps manage vacant positions. Story reports complement the application’s transactional features with tools that add business and operational value. With "story reports", SAP brings Business Intelligence features into play, maximizing data potential and making daily HR work easier.
Tool-wise, adopting “story reports” remains a major challenge—but also an opportunity. To give clients more time to adapt, SAP has extended the decommissioning deadlines for older reporting tools.
New regulations like CSRD also require structured data on topics like gender equality and sustainability.
Lastly, traditional challenges like workforce tracking, recruitment campaigns, and headcount monitoring remain highly relevant—and our SAP SuccessFactors modules are well equipped to address them efficiently.
Thanks to a methodical approach, effective coordination, and tailored support, Pierre Carré plays an active role in transforming HR challenges into true performance drivers. A key role at the intersection of technology, people, and strategy. 🚀
Are you a SAP SuccessFactors client looking to improve your reporting? Contact us!
