talent management in oil & gas industry v march 2016
TRANSCRIPT
Talent Management in Oil & Gas industry
March 2016
Thomas Fily Freelance consultant E-mail: [email protected]
2
Technology
What are the specificities of Oil & Gas industry?
1
Capital intensity2
International complex environment3
3 MAIN OIL & GAS SPECIFICITIES OIL & GAS TALENTS MUST FACE THOSE CHALLENGES
3
To face those challenges O&G Talents requires multiple skills
Intercultural adaptability
Drive & experience to launch operations in
new countries
Balance global strategic thinking with
local demands
Leading & motivating team members from diverse geographies
Ability to interact with political
interests
Ability to develop individuals across cultures
Global Management Skills in Highest
Demand
Source: Corporate Leadership Council Research
4
3 areas of best practices for Talents development from leading O&G companies have been identified
IDENTIFICATION
• Best performers are selected to become Managers
• Identification for potential Managers starts from year 1
DEVELOPMENT
• Accelerated mobility is monitored by job family champion (or HR/VP) through career plans
• Potential Managers are given higher responsibility early in their career
• Functional (business) trainings are based on the individual’s competency gaps and job requirements
CAREER PATH
• Manager and technical professional (TP) path are equally attractive in terms of career development, remuneration and image
• Split between Manager and TP
• Flexibility to switch career path (Manager to TP and vv)
IOC NOC OTHERS
8y8y 10y10y
4
5
Managers development take between 8 to 11 years for Oil & Gas companies
HOW LONG DOES IT TAKES TO REACH A MANAGER OR EXPERTS POSITION?
11
10
8
8
6
SCHLUMBERGER
BASF
KOC
SHELL
EXXON
6
O&G Talents are developped through various career paths
CAREER PATH IN THE ENERGY VARY ACCORDING TO BUSINESS OBJECTIVES
Option 1 Option 2
The classical dual ladder is a best practice in the energy industry
Some Oilfield services (OFS) companies have developed up to 4 macro career paths
7
Best practices target to develop higher number of Manager than experts
Staff Managers
& TP
TOTAL
16
27
GazpromSchlumberger
EXXON BP KOC Average
Manager 12 17 15 15 16 16
Expert (E) 24 13 10 10 4 11
Total Manager+E 36 30 25 25 20 27
Staff 64 70 75 75 80 73
TOTAL (base 100) 100 100 100 100 100 100
Average best practice
E
M
IOC & NOC & Service companies manpower split
%
%%
E – Experts
M - ManagersThe Expert ratio is indicative as number of Experts depends upon discipline.
8
Gazprom employees structure was one of the element who allow the company to be the most profitable firm in 2009
The structure of Gazprom Group’s employees (386 000 employees)
“Gazprom most profitable firm on
Fortune Global 500”
in 2009*