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How to develop Professional ladders

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  • 1. ABU DHABI COMPANY FOR ONSHORE OILOPERATIONSProfessional LadderPresentation to ADGAS Team on 26 February 2000 th

2. Structure of the Presentation SKILLS iesnc et empCo ge ledow Kn sntmeireAccountabilities qu Re Performance Indicatorsi n.M 3. What is ProfessionalLadderTechnical Ladder is a Management Tooldesigned to encourage employees to developtheir job knowledge, skills and competencies tothe highest level of which they are capable.It provides the basis for compensatingemployees according to their achievements andprogress on the ladder designated for their jobfamily. 4. Why Career Ladders ?Leading edge companies are increasingly adopting CareerLadders because:Better fits todays flexible, delayered organisation structures.Focuses more on the roles the company requires.Provides for clear identification of skills developmentpathways.Provides for consistent promotion criteria.Presents clear career development pathways to employees.Allows people to be better rewarded for growth in their roles.Allows better utilisation of resources.Streamlines the process of job definition and evaluation. 5. Professional Ladder - ExampleSystems AreaTraditional Order Real Order Professional Ladder Level 4MDM MANAGERAAPNDAEGSA Level 3MI D DESIGNERIN ANG PAGN RPL I OY NS G Level 2M G RD ANALYSTI AAN MPG M I Level 1M N PROGRAMMERGDAP 6. Application Areas for Professional LaddersSuccession Planning CareerManagingPlanningPerformance Professional Ladders RecruitmentTraining and and SelectionDevelopment Reward 7. Professional Ladders Reflect Growth inContribution with Increased CapabilityContribution Skills Competencies ContributionIndividualSkills Competencies Growth Contribution SkillsCompetencies 8. ComponentsNumber of Levels that make senseKnowledgeAccountabilityRelated SkillsCompetencies 9. Career Ladder Development in ADCOSummary of Process StagesIdentify Ladders within Functional AreaSpecify LevelsWithin Each LadderQuality Assurance andCalibration to ensureDevelop Detailed Specification of consistency across laddersRoles at each LevelAssessment of present jobReview Overall Ladder holders to position them inStructure the ladder 10. EXAMPLEOperations Supervisor Role Description Skill Profile Skill Level Definition Skill Profile for Levels 2, 3 and 4Employee Skill Profile (Word Document) 11. COMPETENCY PROFILE Competency Proficiency Level Required Competency1 2 34 5Achievement OrientationAnalytical ThinkingConceptual ThinkingInitiativeTeam Work and CooperationInformation SeekingFlexibilityDeveloping OthersAdoption Ideas 12. DIVISION:______________PROFESSIONAL LADDEREMPLOYEE ASSESSMENT FORM Name : Co No. : Title: Date to Position : PG : Date to PG : DOE: Location : Qualifications : Employment History:General Work Level: 12 34 5Supervisor Comments: Technical Skill Profile (Complete Attached Matrix) Skill Profile Analysis:Competency Profile: Potential Assessment & Promotability:Promotable Now ___ Within 2 years ___Reached Ultimate Potential __Too Soon To Tell __Target Job:___________________________________Level:_____________Prepared By: ________________________________ Endorsed By: ________________ (Immediate Supervisor) (Department Head) Technical Ladder Review Committee (TLRC): ___ The Employee Does/Does not Fits The Level Indicated Above. ___ Needs To Improve The Following: SkillsCompetenciesTLRC Recommendations: Date: _______________Signed By TLRC Secretary: ______________________________ Approved By Line Manager: _____________________________ Date: _______________ 13. Professional Ladder Format( Job Title/Family ) Level (Grade): ____________ Role Purpose:______________________________________ _____________________________________________________________ Accountabilities Key Performance Indicators Minimum Qualifications & experience Skills ProficiencyApplicationLevel CompetencyProficiencyApplicationLevel 14. FIELD OPERATIONS TECHNICAL LADDEROperations Supervisors Skills Analyses Grid Djaffar Im e dour. M . F. Kardam anAbdulla Tabik hASABSHAHAk hil Sachde vA/R Al Haw ar iM . Y. Khanfar Current Gra de 1313131313 15 1313 1313 14 13 ModelV . M . Som anB. Bouk halfa B as ic I nte r m e d P roficnt A dvanceE xpe r tH. El Azzaw iC. R. Kum ar N K. Rajan S. Sing o Required Skills .13 14 15 1 Operations Activities Related To: 1.1 OilA PAI I IIBP PP P 14 52 0 IPA 1.2 GasI BBB I BIBP AP I 54 21 0 IPA 1.3 WaterA PPI P IIBI PA I 15 42 0 IPA 1.4 Field Services I IIA I I P PI IP P 07 41 0 IPA 2 Maintenance Scheduling A PPP I I P PP PP P 02 91 0 IPA 3 Planned Shutdown P IPP P IIPP PI P 04 80 0 IPA 4 Permit To Work SystemA PPP P IIPP PP A 02 82 0 PPA 5 Engineering StandardsP IIP P PIBI II P 16 50 0 BBI 6 Process EngineeringA PPI P I B BP AP P 22 62 0 B I I 7 Mech., Elect., Inst./Cont. Engg. P IIP I I P BB II P 26 40 0 BBI 8 Workover I IIP I P P AB II I 17 31 0 IPA 9 Work Order P PPP P I P AI PP P 02 91 0 PPA10 TroubleshootingA PAI I I B AI PP A 14 34 0 IPA11 HAZOP Study Procedures A IPI B B B BB PI P 53 31 0 IPP12 3Ms The System Is Not In Operation Ye t00 00 0 PPP13 Materials Procurement Procedures P PIP I IIPB II P 16 50 0 I I P14 Budget & Cost ControlA IPI I IIPI PI P 07 41 0 IPA15 SupervisoryP IIP I IIPP PP P 05 70 0 IPA16 Project Management P III I IIIB II P 19 20 0 I I P17 Tendering & Contracting Procedures P IIP I IIIB II P 18 30 0 B I P18 Computer LiteracyI III I IIII PI I I I P19 ADCO HSE Policies & Procedures P PPP P IIPI PP P 03 90 0 PPAAsse ssme nt Of Pote ntial & Promota bility N 121 T R R RT NR 1Legend: B= Basic I= IntermediateP= Proficient A= AdvanceE= ExpertN= Now1= One Year 2= Two Years R= Reached PotentialT= Too Soon To TelBlack= MeetsGreen= ExceedsRed= Below(Proficiency Level Corresponding to Current Grade).