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

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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

Len [email protected]





ABM

OrganizationStructure Organization

Processes

People at Work





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





Oil and Gas HCM trends

Organizational design

Nakisa solutions

Key takeaways and recommendations

Agenda

Workforce planning





Oil & Gas HCM Trends





“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)





• 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





TOP 3 HR Priorities in Oil & Gas for 2015

Source: Mercer - Managing human capital assets during a market disruption





Oil & gas employer’s concerns in the current employment market globally





The key cause of skills shortages in Oil & Gas





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








Workforce planning





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





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





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





A workforce planning framework

Human Capital Institute, 2009





Current State

HRZ® MATURITY ASSESSMENT

Target State





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





Organizational design





Distribution of work

Levels

Properly aligned

structure distributes work

vertically

Groupings

Effective and efficient business processes and functional categories distribute work horizontally





Oil Sands Operator• Merged organization• Structure operations to deliver on multiple goals• Establish accountability and role clarity in a matrix system





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





Observed in practice: Level of work assessed - simplified

Plant Manager

Maintenance Mech

Specialist

E&I Specialist

Maintenance Supervisors (5)

Supervisor Planning

Assistant Manager


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





How it was redesigned: simplified

VP Energy & Utilities

Maintenance Managers (4)


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





Design approach

Define principles and

criteria

Diagnose the current

structure

Develop design options

Decide

Deliver





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





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





Organizational Management Solution





Organizational Management Solutions

Solutions:OrgChart OrgModelerOrgAudit

• Gain visibility and insight

• Foster collaboration and innovation

• Enable workforce agility

• Prepare for change

• Improve decision-making


























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


























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


























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


























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


























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


























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





Rapid changes to your org structure





Respond quickly - New org structure





View key analytics vs targets





Key takeaways and recommendations





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!





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




Date post:	05-Aug-2015
Category:	Recruiting & HR
Upload:	nakisa
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Workforce planning strategies for turbulent times in Oil & Gas: Creating more agile and effective...

Recruiting & HR