SPE 152542 An Integrated Pathway to Enhance Human Talent Julieta Hasselmeyer, CBM Desarrollo...

SPE 152542

An Integrated Pathway to Enhance Human Talent

Julieta Hasselmeyer, CBM Desarrollo Organizacional y Recursos Humanos

Luis Vielma Lobo, SPE, CBM Ingeniería Exploración y Producción

Context

Continuous Human Development Model

Implementation results

Summary

Conclusions

OUTLINE

CONTEXT

Competitive Organizations have a primary challenge regarding human resources: attract, sustain, develop and retain the talent......

Growth and sustainabilityGrowth and sustainability

Emerging technologies

Emerging technologies

GlobalizationGlobalizationExperienced and talented people aging

Experienced and talented people aging

¿How management has been handling this situation of generation mixture?... Issue every day more complex

Post-War1928-1945Maturity

Generation X1966-1976

Pragmatism

Baby Boomers1946-1965

Experience

Generation Y1977-1994

Technology

Generation Z1995-2012

New paradigms?

William J. Schroer, The Social Librarian, Tamara Erickson, Harvard Business School Press, January 2010William J. Schroer, The Social Librarian, Tamara Erickson, Harvard Business School Press, January 2010

CONTEXT

Each person with their own background, interests, and drivers

CONTINUOUS HUMAN DEVELOPMENT MODEL

Business Strategic Vision

Business Plan

HR Strategic Plan

Policies, Guidelines and Programs

Labor ForceDiagnosis and

Forecast

Organizational Analysis

Labor Market Analysis

CONTINUOUS HUMAN DEVELOPMENT MODEL®

Retirement

INDIVIDUAL AND ORGANIZATIONAL DEVELOPMENT

Talent recruitment and induction

training

Competencies

PEOPLE PROCESSES TECHNOLOGY

VALUES AND ORGANIZATIONALCULTURE

Developmentbased

on competencies

Career planningand succession

Compensation linked to

performance

Implementedin companiesAlfa and Beta

…experiences has taught the need to migrate from isolated systems to integrated systems…

The management task is to cause the people to be as creative and productive as possible.

Policy Area Control-Based HRM Commitment-based HRM

Job design principlessub-division of work; specific job responsibility - with

accountability ; planning separate from implementationbroader jobs; combined planning and implementation;

teams

Management Organisationtop-down control and coordination; hierarchy; status

symbolsflat structure; shared goals for coordination and control;

status minimized

Compensationfair day’s pay for a fair day’s work; job evaluation and

appraisal; individual incentivesreinforcing group achievements; pay geared to skill and

other contribution criteria; profit sharing

Employee VoiceUnionised (damage control, bargaining); Non unionised

(attitude surveys)

mutual mechanisms for communications and participation; mechanisms for giving employee voice on

issues

Labour Management Relations adversarial mutuality; joint problem-solving and planning

Management Philosophy the boss dictates; management obligated to stakeholdersfulfilment of employee’s needs is a goal rather than an

end

Consolidation and

execution of plans

Individual development & succession

plans

AssessmentPotentiality evaluation

RetirementLay off


Induction Training

Talent Recruitment & Selection

Towards a New Stage

Competencies

Competencies Measurement

Training Plan

Strengthsand Gaps

IdentificationSuccession

Plan

Potentiality Estimation

Individual Development

Plan

Performance Appraisal

Performance Indicators Reward &

Benefits




…promotion of leadership and technical talent available within the organization is a must to accomplish business objectives…

Individuals and organizational development processes

Involves all organization levels

Competencies measurement

TALENT DEVELOPMENT PROCESS

RewardsPerformance

appraisal

Key performance indicators

TALENT DEVELOPMENT PROCESS…and rewards systems linked to performance and value added balance the equation…

Accountability and recognition processes

Involves all organization levels

RetirementLay off


Induction Training

Talent Recruitment & Selection

Towards a New Stage

Competencies

Competencies Measurement

Training Plan

Strengthsand Gaps

IdentificationSuccession

Plan

Potentiality Estimation

Individual Development

Plan

Performance Appraisal

Performance Indicators Reward &

Benefits




… the system is sustained with clear Human Resource Strategic guidelines supporting the Strategic Business Plan


Dynamic and cyclical Integrated, systemic,

systematic vision and delivery Based on management

knowledge Relay generation assured Training focus in

competencies gaps Rewards based on value

added

Dynamic and cyclical Integrated, systemic,

systematic vision and delivery Based on management

knowledge Relay generation assured Training focus in

competencies gaps Rewards based on value

added

HR processes:HR processes:Business Strategic Vision

Business Plan

HR Strategic Plan



Forecast




Retirement



training

Competencies



Developmentbased

on competencies



performance

?


Implementedin companiesAlfa and Beta

With different results

Business Strategic Vision

Business Plan

HR Strategic Plan



Forecast




Retirement



training

Competencies



Developmentbased

on competencies



performance

…a couple of examples of living experiences…

Differences in design and implementation between companies Alfa and Beta...comparison

HR ProcessesCompanies

Alfa Beta

Strategic HR plan linked to business plan

Annual recruitment program

Development based on competencies

Career and succession planning

Reward system linked to performance

High management involvement in HR processes

Fully developed Not consistentNot developed


March 2009 April 2011

DEVELOPMENT BASED ON COMPETENCIESResults of competencies measurement in Company Alfa • Knowledge level desired established is 3.5• Blue dots represent each Multidisciplinary technical team

0

1

2

3

4

5

0 2 4 6 8 10 12 14 16 18 20

Rea

l Kno

wle

dge

Leve

l

Seniority

Multidisciplinary Technical TeamsCore Competencies

Accelerated DevelopmentAverage DevelopmentDelayed DevelopmentKnowledge Level DesiredMET

68

1 & 4

27 5 3

0

1

2

3

4

5

0 2 4 6 8 10 12 14 16 18 20

Rea

l Kno

wle

dge

Leve

l

Seniority



68

41

275 3

* RKL: Real knowledge level* MET: Multidisciplinary technical team

DEVELOPMENT BASED ON COMPETENCIESResults of competencies measurement in Company Alfa • Gap reduction between 2009 and 2011: 0.30

Variation 2009 - 2011

RKL*Seniority

(years)Gap

reduction RKL*Seniority

(years)

MTT 1 2.508 11.9 -0.355 2.863 13.9

MTT 2 1.998 8.8 -0.609 2.607 10.8

MTT 3 2.303 11.7 -0.181 2.484 13.7

MTT 4 2.510 11.8 -0.517 3.027 13.8

MTT 5 2.279 10.6 -0.144 2.423 12.6

MTT 6 3.167 14.0 -0.144 3.311 16.0

MTT 7 2.333 7.0 -0.337 2.670 9.0

MTT 8 3.000 12.0 -0.167 3.167 14.0

Average 2.512 11.0 -0.307 2.819 13.0

Multidisciplinary Technical Teams

Measurement Results March 2009

Measurement Results April 2011

0

1

2

3

4

5

0 2 4 6 8 10 12 14 16 18 20

Real

Know

ledge

Leve

l

Seniority

Multidisciplinary ExploitationTeamsCore Competencies


MET1MET4

MET8

MET6

MET5

MET3

MET2

MET7

0

1

2

3

4

5

0 2 4 6 8 10 12 14 16 18 20

Real

Know

ledge

Leve

l

Seniority



MET1MET4

MET8 MET6

MET5MET3MET2MET7



DEVELOPMENT BASED ON COMPETENCIESResults of competencies measurement in Company Beta • Knowledge level desired established is 3.5• Blue dots represent each Multidisciplinary technical team

0

1

2

3

4

5

0 2 4 6 8 10 12 14 16 18 20

Rea

l Kno

wle

dge

Leve

l

Seniority



68 4

1

2

7 53

0

1

2

3

4

5

0 2 4 6 8 10 12 14 16 18 20

Rea

l Kno

wle

dge

Leve

l

Seniority



2

573

1

68 4

* RKL: Real knowledge level

Results of competencies measurement in Company Beta

* MET: Multidisciplinary Technical Team

DEVELOPMENT BASED ON COMPETENCIES

• Gap reduction between 2009 and 2011: 0.050

Variation 2009 - 2011

RKL*Seniority

(years)Gap

reduction RKL*Seniority

(years)

MTT 1 2.721 11.2 -0.019 2.740 13.2

MTT 2 1.763 9.3 -0.037 1.800 11.3

MTT 3 2.303 12.3 -0.181 2.484 14.3

MTT 4 3.267 12.9 -0.086 3.353 14.9

MTT 5 2.189 13.8 -0.001 2.190 15.8

MTT 6 3.190 10.9 -0.031 3.221 12.9

MTT 7 2.298 10.3 -0.022 2.320 12.3

MTT 8 3.250 9.7 -0.020 3.270 11.7

Average 2.623 11.3 -0.050 2.672 13.3

Multidisciplinary Technical Teams

Measurement Results March 2009

Measurement Results April 2011

0

1

2

3

4

5

0 2 4 6 8 10 12 14 16 18 20

Real

Know

ledge

Leve

l

Seniority



MET1MET4

MET8

MET6

MET5

MET3

MET2

MET7

0

1

2

3

4

5

0 2 4 6 8 10 12 14 16 18 20

Real

Know

ledge

Leve

l

Seniority



MET1MET4

MET8 MET6

MET5MET3MET2MET7


DEVELOPMENT BASED ON COMPETENCIESMain actions taken by companies in order to reduce knowledge gaps...comparison

Companies

Alfa (2009 - 2011) Beta (2009)

Individual interviews with each MTT member.

Individual interviews with each MTT member.

Team leaders attended a leadership and team building program.

Team leaders attended a contracting process speech.

Implementation of individual on the job training program on technical issues and team training on common matters.

Implementation of 2 technical conferences for MTT members, 1 FEL training course.

Communication from Division manager reinforcing MTT role.

Communication from HR manager reinforcing MTT role.

Example of an individual

development plan

implemented en both

companies

Example of an individual

development plan

implemented en both

companies

CAREER AND SUCCESSION PLANNING

Position Name Grade Organization

Employee Name Age Date appointed to position Time for retirement

Potentiality Position(s) related to potentiality

Profesión Otros estudios (Especializaciones, Msc, Doctorados) English level

Production Division Manager

Strategic Planning Manager (Corporate or Division)

South Production Unit Manager

RKL DKL

2 3 A2 53 28 L

3 3 A2 49 18 L

4 4 A3 49 25 CL

CONTRACT ADMINISTRATION 2 4 A3 50 14 CL

TEAMWORK 5 4 B1 41 17 LL

LEADERSHIP 5 5 B1 48 14 LL

NEGOTIATION 4 4 B2 51 26 LL

ADMINISTRATION CONTROL /ACCOUNTABILITY 4 4

FINANTIAL VISION 3 3

RESULTS AND GOAL ORIENTATION 4 4

STRATEGIC VISION 3 3

BUSINESS VISON 3 4

L: ready, CL: almost ready , LL: ready in the long term

Individual Development PlanPosition and Employee Data

South Production Unit Manager A2 Exploration and Production Department

Seniority (Years)

Peter Neumann Tweeboon 45 22 ago-09 10

XX Exploration and Production Department Manager

Chemical Engineer Master Business Administration, Phd. in Petroleum Engineering Intermediate

Individual Development Plan

Year 1 Year 2 Year 3 Year 4 Year 5

Comments from the Potentiality Estimation and Career Plan Panel session

Peter has operational experience. Knows and manage very well the unit he is accountable for. He has the ability to identify opportunities and to transform them in business actions with value. Natural Leader capabilities. Has potentiality to perform higher positions; Demostrated negotiation abilities. Strong technical knowledge. Takes decisions rapid and accurately. Needs to reinforce Strategic Planning and Contracts issues.

Competencies Meausurement Oportunities to improve and Training Program suggested

Replacements suggested for the position

Actual Grade

Age Seniority Condition Competencies

RISK ANALYSIS

Employee with good and strong technical knowledgeNeeds to improve: Contract administration knowledge and Business visionRequires training in executive programs: Institucional Executive Program, Individual Coaching and Vacations replacement in higher positions

Replacement No. 1

INTEGRATED PETROLEUM RESERVOIR MANAG.

Replacement No. 2

Replacement No. 3

Replacement No. 4

Condition: meaning if the employee is ready for the position in short, medium or long term

RKL: Real Knowlwdge LevelDKL: Desired Knowledge Level

PRODUCTION PLANNING AND EVALUATION

Leyend:

Seniority: means te numbers of years that the employee has in the organization

Replacement No. 5

Replacement No. 6

Replacement No. 7

SUMMARY

• Human Resource talent development is a continuous challenge for any organization.

• Understand the process as an integrated cycle is of paramount importance.

• Involvement of high management in the process and link it to the HR strategy and Business Plan, is a must.

• The experience of Alfa and Beta companies teach us the importance of the management involvement and the consistency of purpose during the HR processes implementation.

• Human Resource talent development is a continuous challenge for any organization.

• Understand the process as an integrated cycle is of paramount importance.

• Involvement of high management in the process and link it to the HR strategy and Business Plan, is a must.

• The experience of Alfa and Beta companies teach us the importance of the management involvement and the consistency of purpose during the HR processes implementation.

CONCLUSIONS

• Implementation must be dynamic,

• Carry it out with a holistic and integrated vision,

• Aligned to the Business Plan, preserving the strategic essence,

• Properly deployed and communicated,

• Keep transparency and objectivity to gain credibility,

• Remember that each company has it´s ADN,

• Directive´s manifest sponsorship and high management involvement guarantees the success.

• Implementation must be dynamic,

• Carry it out with a holistic and integrated vision,

• Aligned to the Business Plan, preserving the strategic essence,

• Properly deployed and communicated,

• Keep transparency and objectivity to gain credibility,

• Remember that each company has it´s ADN,

• Directive´s manifest sponsorship and high management involvement guarantees the success.

Design and implementation of HR processes needs to follow a continuous integrated approach in order to be successful

FINAL REFLECTION

Human Resources Development set the pacefor organizations sustainability and it has to bea legacy of current management and

Directivesfor the future.

Acknowledgements

Directives and Managers of both Alfa and Beta companies for supporting this study.

SPE 152542 An Integrated Pathway to Enhance Human Talent Julieta Hasselmeyer, CBM Desarrollo...

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