This document discusses organizational development strategies for managing a turbulent oil and gas industry. It focuses on two divisions: heavy oil-related operations needing restructuring and retention efforts, and alternate business lines pursuing aggressive growth. For heavy oil divisions, the document recommends organization redesign, change management with clear communication, talent retention, and individual development plans. For growth divisions, it suggests supporting rapid expansion through structure, talent acquisition and development, and engagement. The document also introduces models for diffusion of change, phases of consultation, and a simple individual development planning process to aid organizational development challenges.

1. WHAT YOU NEED TO KNOW RIGHT NOW TO
THRIVE
Moderator: Jamie Belinne Assistant Dean, Bauer College of Business
Kevin Dworaczyk Director of HR, Bureau Veritas North America
Bill Fournet CEO, The Persimmon Group
ORGANIZATIONAL DEVELOPMENT
STRATEGIES & OPPORTUNITIES: MANAGING
IN A TURBULENT OIL & GAS WORLD

2. 2BV HR – Developing Great People & Organizations
ORGANIZATIONAL DEVELOPMENT -
What You Need to Know Right Now to Thrive

3. 3BV HR – Developing Great People & Organizations
Background: TIC Industry & Bureau Veritas
► TIC – Testing, Inspection, Certification
 Global market: $40BB+
 Major Global Players: SGS, Bureau Veritas (BV), Intertek
► BV:
• 8 global business lines, Several Focused on Oil and Gas Industry
• Several others – non related industries
• Evolution in N.A.: growth through acquisitions
• Organizational Challenges: Restructuring, Change Management, Talent
Acquisition and Retention, and Aggressive Growth Strategies

4. 4BV HR – Developing Great People & Organizations
OD Focus in 2015 & Beyond: Division Specific
► Heavy Oil-related: Restructure and Retain
• Organization design
• Restructure to align cost with revenue
• Scalability as revenues return
• Change management focus – messaging is critical
• Consistent, transparent
• Communicate wins, road to recovery
• Retention of Key Talent
• Recognition: let them know they are the future!
• Assessment – competency identification/ development
• Individual Development Plans (IDPs) – career path development
• Drive engagement and forward thinking

5. 5BV HR – Developing Great People & Organizations
OD Focus in 2015 & Beyond: Division Specific
► Alternate Business Lines: Aggressive Growth
• Organization design – support growth
• Commercial organization build
• Structure Ops to deliver service
• Talent Acquisition - aggressive
• Talent growth and retention
• Recognition: let them know they are the future!
• Assessment – competency identification/ development
• IDPs – career path development
• Drive engagement and forward thinking

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Some Simple OD Tools for Use in Time of Need…

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OD Tools: DIFFUSION EFFECT
0
5
10
15
20
25
30
35
- How change permeates a Large System

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DIFFUSION EFFECT – Category Definitions
►Innovators – first to internalize, try new things
►Early Adopters – watch the Innovators to see what works and
what is just a fad
►Early Majority – lead by the Early Adopters to embrace the
change
►Late Majority – impacted by a majority of people accepting the
change
►Laggards – grudgingly accept the change
►OMDBs – “over my dead body” types often exit the system

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OD Tools: Phases of Consultation
Re-contracting may be
required during the process.
As additional information
surfaces, the contract may need
to be changed or adjusted.
Entry:
Relationship Building
Presenting Issue
Contracting
Data Gathering
Data Organization (Re-framing)
Feedback
Interpretation Decision
Implementation Action Steps
Evaluation

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OD Tools: Simple IDP Model

11. 11BV HR – Developing Great People & Organizations
Now…. Your turn…
Questions?