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Transcript of Workforce planning strategies for turbulent times in Oil & Gas: Creating more agile and effective...
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Workforce planning strategies for turbulent times in Oil and GasCreating more agile and effective organizations
2© 2015 Nakisa Inc. All rights reserved. #NakisaHCM
Your presenters
Kevin CopithorneVP Consulting & Services | Talent [email protected]
Peter MullerDirector of Partner Development [email protected]
@NakisaInc
#NakisaHCM
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ABM
OrganizationStructure Organization
Processes
People at Work
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HCM Technology & Transformation Solutions
We help you design for integrated human capital managementStrategic services for iHCM program, process and change planning
We implement with excellenceImplementation services using our proven 4LENSES APPROACH®
We help clients optimize and take it to the next levelSupport services to drive adoption, optimization and business value
Implementing the best in HCM technologies since 2006Certified implementation partner for best-of-breed HCM Suites
We help clients build and maintain job content for an integrated worldToday’s integrated HCMS platforms require scalable job content that transcends the HR functions. JDMS® combines best practice competency and job design methods with our own SaaS-based content development engine (integrates with all HCM platforms)
With 45+ healthcare clients and counting we know healthcare!Helping healthcare achieve regulatory compliance, patient satisfactionand efficiency through process, content and technology accelerators
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Oil and Gas HCM trends
Organizational design
Nakisa solutions
Key takeaways and recommendations
Agenda
Workforce planning
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Oil & Gas HCM Trends
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“It is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able to
adapt to and to adjust best to the changing environment in which it finds itself…”
Leon C. Megginson, Petroleum Management, 1964(with attribution of concept to Charles Darwin)
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• Cost reduction, capital control, spend efficiency and prioritization
• Maximizing productivity with optimized business process
• Workforce optimization and talent acquisition, management and retention
The C-Suite’s Perspective
Source: SAP – Best practice for Oil & Gas - Hot topics research report
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TOP 3 HR Priorities in Oil & Gas for 2015
Source: Mercer - Managing human capital assets during a market disruption
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Oil & gas employer’s concerns in the current employment market globally
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The key cause of skills shortages in Oil & Gas
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Talent migration by region
“Industry experts say companies need to be more strategic to survive…“reactive approach” – slashing staff and contractors – has already happened…
What we’re seeing companies do is being really disciplined to take this time to assess, measure and improve employee effectiveness and productivity”Financial Post – June 20, 2015
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Workforce planning
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It’s not only about surviving, but thriving in a “new normal”
• Workforce planning is just as important in a down market to:- Galvanize the employment brand- Classify critical roles and critical talent- Upskill the talent pool- Do more with less, but ensure changes are
planned and sustainable
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Integrated Human Capital Management
When it Works: Strategy: HR processes aligned with
strategy and planning Processes: execute in support of
workforce strategy and plans; coordination between processes via inputs and outputs
Technology: streamline & automate processes, communicate/share data
Analytics: measure, analyze, predict how well processes executing
Job Content: Competency/skills management is the DNA / common language
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Workforce Analytics Demand Planning Workforce Planning
InputWhat Is Needed
ActionsWhat Is Done
OutputWhat Results?
Critical rolesTalent needsResource constraints
Business strategyStaffing planFunctional Competencies
Analyze past trendsProject future skill needsLeadership interviews
Talent needs and areas of focus for critical roles Future talent gap
Talent movementProject future workforceAssess external market
Risk areasStatus quo talent needsFuture workforce projection
Assess alternate programsScenario modelFinalize recommendations
Workforce planTalent strategy & roadmapReporting and measurement
Employee skills dataEmployee demographic dataCritical roles / areas
Workforce Analytics and Planning - Definitions
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A workforce planning framework
Human Capital Institute, 2009
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Current State
HRZ® MATURITY ASSESSMENT
Target State
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Workforce planning maturity assessment
- Little to no HR reporting capability
- Data in disparate systems and/or hard to access
- If available, reporting is ad hoc and is a lengthy process
- Little insight into org structure
- One single data source or data warehouse for HR data
- Reporting still may be difficult
- Report users may still be skeptical of reporting results
- Standardization of roles and available organizational charts
- HR data available, standardized across the organization
- Report users (HR and/or LOB leaders) can access reports quickly and easily
- Reports do a good job with HR processes and general workforce measures
- Global tool(s) for org modeling; addition of role variables/concepts: costs, potential, gaps, compression
- Measures beyond HR measures begin to be introduced
- Analytics are rolled out beyond just HR
- Cross HR integration is possible (i.e. looking at turnover by performance)
- Org chart and work delivery modeling across the organization to look at different delivery and structure scenarios
- Full integration between operations data, financial data and HR/Talent data
- LOB Leaders use analytics provided by HR to make business decisions
- Workforce Planning (predictive analytics) drives the talent management process
- Optimization of org structure and who delivers work; full alignment with business strategy to optimize talent decisions
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Organizational design
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Distribution of work
Levels
Properly aligned
structure distributes work
vertically
Groupings
Effective and efficient business processes and functional categories distribute work horizontally
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Oil Sands Operator• Merged organization• Structure operations to deliver on multiple goals• Establish accountability and role clarity in a matrix system
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Plant Manager
Manager, Production
Manager, Engineering
Supervisor, Health & Safety
Manager, Maintenance
Assistant Manager
Leads Planners Project Controls Coordinators
Supervisor Planning
Planners
Maintenance Supervisor (5)
Labourers (10) Millwrights Pipefitters Welders Electricians Techs
E&I Specialist Maintenance Mech Specialist
Contract Supervisor
Office Coordinator Business Analyst Other
Managers (8)…
The original organization chart: simplified
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Observed in practice: Level of work assessed - simplified
Plant Manager
Maintenance Mech
Specialist
E&I Specialist
Maintenance Supervisors (5)
Supervisor Planning
Assistant Manager
Manager, Maintenance
Contract Supervisor
Contractors Labourers WeldersPipefittersMillwrightsPlannersProject ControlsLeads Planners Electricians Techs
1 to 2 years
3 months to 1 year
0 to 3 months Legend: Gap Jam-Up Both
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How it was redesigned: simplified
VP Energy & Utilities
Maintenance Managers (4)
Manager, Maintenance
Planning
Manager, Major
Maintenance
Director,Maintenance
Forced Outage Coordinators
(2)TradesPlanners
(10)
Major Maintenance
Leads (2)
Major Maintenance Planners (3)
Major Maintenance
Project Control
1 to 2 years
3 mo to 1 yr
0 to 3 months
2 to 5 years
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Design approach
Define principles and
criteria
Diagnose the current
structure
Develop design options
Decide
Deliver
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Three key principles
• Assess the level of work complexity in current roles
• Align layers with levels of complexity
• Group tasks and roles more consistently by function
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Summary: Outcomes
• A more effective and more efficient operating model
• smoother, more reliable, safe operations• Role clarity and collaboration• Clearer lines of communication• A strong and lasting standard for
accountability and performance
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Organizational Management Solution
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Organizational Management Solutions
Solutions:OrgChart OrgModelerOrgAudit
• Gain visibility and insight
• Foster collaboration and innovation
• Enable workforce agility
• Prepare for change
• Improve decision-making
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Workforce planning maturity assessment
- Little to no HR reporting capability
- Data in disparate systems and/or hard to access
- If available, reporting is ad hoc and is a lengthy process
- Little insight into org structure
- One single data source or data warehouse for HR data
- Reporting still may be difficult
- Report users may still be skeptical of reporting results
- Standardization of roles and available organizational charts
- HR data available, standardized across the organization
- Report users (HR and/or LOB leaders) can access reports quickly and easily
- Reports do a good job with HR processes and general workforce measures
- Global tool(s) for org modeling; addition of role variables/concepts: costs, potential, gaps, compression
- Measures beyond HR measures begin to be introduced
- Analytics are rolled out beyond just HR
- Cross HR integration is possible (i.e. looking at turnover by performance)
- Org chart and work delivery modeling across the organization to look at different delivery and structure scenarios
- Full integration between operations data, financial data and HR/Talent data
- LOB Leaders use analytics provided by HR to make business decisions
- Workforce Planning (predictive analytics) drives the talent management process
- Optimization of org structure and who delivers work; full alignment with business strategy to optimize talent decisions
Analytics for fact-based strategic decision-makingAnalyze the quality of organizational data View organizational structures and analytics
aggregated in real-timeView key workforce data in rich, graphical formats
SURVIVING
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Workforce planning maturity assessment
- Little to no HR reporting capability
- Data in disparate systems and/or hard to access
- If available, reporting is ad hoc and is a lengthy process
- Little insight into org structure
- One single data source or data warehouse for HR data
- Reporting still may be difficult
- Report users may still be skeptical of reporting results
- Standardization of roles and available organizational charts
- HR data available, standardized across the organization
- Report users (HR and/or LOB leaders) can access reports quickly and easily
- Reports do a good job with HR processes and general workforce measures
- Global tool(s) for org modeling; addition of role variables/concepts: costs, potential, gaps, compression
- Measures beyond HR measures begin to be introduced
- Analytics are rolled out beyond just HR
- Cross HR integration is possible (i.e. looking at turnover by performance)
- Org chart and work delivery modeling across the organization to look at different delivery and structure scenarios
- Full integration between operations data, financial data and HR/Talent data
- LOB Leaders use analytics provided by HR to make business decisions
- Workforce Planning (predictive analytics) drives the talent management process
- Optimization of org structure and who delivers work; full alignment with business strategy to optimize talent decisions
STANDARDIZING
Easily analyze and monitor key HCM data to ensure healthy and accurate information Measurable scorecard assessment tool to
encourage ownership of data management Comprehensive analytics and to identify
problem areas, trends and impacts of major business events on the quality of HCM data
Simple workflow to manage/track the error correction process
Advanced scoring engine and rule categories Customizable data management and auditing
rules
34© 2015 Nakisa Inc. All rights reserved. #NakisaHCM
Workforce planning maturity assessment
- Little to no HR reporting capability
- Data in disparate systems and/or hard to access
- If available, reporting is ad hoc and is a lengthy process
- Little insight into org structure
- One single data source or data warehouse for HR data
- Reporting still may be difficult
- Report users may still be skeptical of reporting results
- Standardization of roles and available organizational charts
- HR data available, standardized across the organization
- Report users (HR and/or LOB leaders) can access reports quickly and easily
- Reports do a good job with HR processes and general workforce measures
- Global tool(s) for org modeling; addition of role variables/concepts: costs, potential, gaps, compression
- Measures beyond HR measures begin to be introduced
- Analytics are rolled out beyond just HR
- Cross HR integration is possible (i.e. looking at turnover by performance)
- Org chart and work delivery modeling across the organization to look at different delivery and structure scenarios
- Full integration between operations data, financial data and HR/Talent data
- LOB Leaders use analytics provided by HR to make business decisions
- Workforce Planning (predictive analytics) drives the talent management process
- Optimization of org structure and who delivers work; full alignment with business strategy to optimize talent decisions
STANDARDIZING
End-to-end organizational modeling solution Web-based modeling, change and
restructuring Best practice templates Real-time information in a “Sandbox” Synchronize models with ongoing org
changes in SAP Collaboration and approvals
35© 2015 Nakisa Inc. All rights reserved. #NakisaHCM
Workforce planning maturity assessment
- Little to no HR reporting capability
- Data in disparate systems and/or hard to access
- If available, reporting is ad hoc and is a lengthy process
- Little insight into org structure
- One single data source or data warehouse for HR data
- Reporting still may be difficult
- Report users may still be skeptical of reporting results
- Standardization of roles and available organizational charts
- HR data available, standardized across the organization
- Report users (HR and/or LOB leaders) can access reports quickly and easily
- Reports do a good job with HR processes and general workforce measures
- Global tool(s) for org modeling; addition of role variables/concepts: costs, potential, gaps, compression
- Measures beyond HR measures begin to be introduced
- Analytics are rolled out beyond just HR
- Cross HR integration is possible (i.e. looking at turnover by performance)
- Org chart and work delivery modeling across the organization to look at different delivery and structure scenarios
- Full integration between operations data, financial data and HR/Talent data
- LOB Leaders use analytics provided by HR to make business decisions
- Workforce Planning (predictive analytics) drives the talent management process
- Optimization of org structure and who delivers work; full alignment with business strategy to optimize talent decisions
AUTOMATING
Simple visual navigation, creation and editing functionality
Drag-drop, mass create/edit/ delimit
Collaborate: share editing responsibility, notes, comments, approvals
Print, export, publish online for viewing
Best practices using templates
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Workforce planning maturity assessment
- Little to no HR reporting capability
- Data in disparate systems and/or hard to access
- If available, reporting is ad hoc and is a lengthy process
- Little insight into org structure
- One single data source or data warehouse for HR data
- Reporting still may be difficult
- Report users may still be skeptical of reporting results
- Standardization of roles and available organizational charts
- HR data available, standardized across the organization
- Report users (HR and/or LOB leaders) can access reports quickly and easily
- Reports do a good job with HR processes and general workforce measures
- Global tool(s) for org modeling; addition of role variables/concepts: costs, potential, gaps, compression
- Measures beyond HR measures begin to be introduced
- Analytics are rolled out beyond just HR
- Cross HR integration is possible (i.e. looking at turnover by performance)
- Org chart and work delivery modeling across the organization to look at different delivery and structure scenarios
- Full integration between operations data, financial data and HR/Talent data
- LOB Leaders use analytics provided by HR to make business decisions
- Workforce Planning (predictive analytics) drives the talent management process
- Optimization of org structure and who delivers work; full alignment with business strategy to optimize talent decisions
INTEGRATING
Real-time analytical computations – from simple counts to complex pivot tables
Count, demographic, financial, talent and organization design type analytics
Visual representation of current vs. target status that highlights areas needing attention
37© 2015 Nakisa Inc. All rights reserved. #NakisaHCM
Workforce planning maturity assessment
- Little to no HR reporting capability
- Data in disparate systems and/or hard to access
- If available, reporting is ad hoc and is a lengthy process
- Little insight into org structure
- One single data source or data warehouse for HR data
- Reporting still may be difficult
- Report users may still be skeptical of reporting results
- Standardization of roles and available organizational charts
- HR data available, standardized across the organization
- Report users (HR and/or LOB leaders) can access reports quickly and easily
- Reports do a good job with HR processes and general workforce measures
- Global tool(s) for org modeling; addition of role variables/concepts: costs, potential, gaps, compression
- Measures beyond HR measures begin to be introduced
- Analytics are rolled out beyond just HR
- Cross HR integration is possible (i.e. looking at turnover by performance)
- Org chart and work delivery modeling across the organization to look at different delivery and structure scenarios
- Full integration between operations data, financial data and HR/Talent data
- LOB Leaders use analytics provided by HR to make business decisions
- Workforce Planning (predictive analytics) drives the talent management process
- Optimization of org structure and who delivers work; full alignment with business strategy to optimize talent decisions
TRANSFORMING
Configurable template-based workflow for sharing and approvals
Only specific users can writeback (HR)Guided write-back procedure with
verification, bulk-commit-rollback, interactive error correction
Audit history, change reporting
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Rapid changes to your org structure
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Respond quickly - New org structure
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View key analytics vs targets
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Key takeaways and recommendations
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Key takeaways
Define clear business outcomes
Use proven Org Design principles to guide your transformation
Rely on accurate organizational Data and structure
Model differential scenarios
Collaborate and manage change throughout the company
Know your talent
Nakisa, HRIZONS and COREinternational can help!
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Thank you! Questions?
Kevin Copithorne, VP Consulting & Services | Talent Management, [email protected] | hrizons.com
Len Nanjad, Partner, CORE [email protected] | coreinternational.com
Peter Muller, Director of Partner Development, [email protected] | nakisa.com