Speaker: Scott Greebon, Strategic Workforce Planning Leader, GE Oil & Gas

1. WHAT’S YOUR GAME PLAN?
Workforce Planning – How to Find, Build and
Utilize Analytics/Big Data for Successful
Workforce Planning
Moderator: Steven Porter Account Executive, Workday
Scott Greebon Strategic Workforce Planning Leader, GE Oil & Gas
Edwin Sellas Manager, HR Insights and Planning, Spectra Energy
Akia Watkins Director of Talent Planning, Spectra Energy
ENERGY HR EVOLUTION
Managing Competing Priorities & Planning for the Future

2. GE Oil & Gas:
“What’s Your Game Plan?”
Building and Utilizing Analytics for
Successful Workforce Planning
Scott Greebon
29 October 2015

3. 3
GE Oil & Gas: WorkforceNEXT Fall Summit
11/3/2015
How can HR Analytics be used to
implement Business Strategy
• Gain a clear understanding of business priorities
• How does this relate to the workforce?
• Establish partners
• Communicate
• Track and follow-up

4. 4
GE Oil & Gas: WorkforceNEXT Fall Summit
11/3/2015
Transforming the
workforce during an
market downturn
Assessing the value of
hiring channels
Attrition Intervention
while emerging from a
recession
Three cases where HR analytics made a
difference:

5. 5
GE Oil & Gas: WorkforceNEXT Fall Summit
11/3/2015
Results:
• Reduction of annual cost structure
by $145M
(2% reduction in average cost per
employee)
• Increased agility and
communication via
o Reduction of 3 organizational
layers – plans to reduce 2 more
o 14% fewer teams that are 4% larger
than the baseline
Approach:
The GE O&G HR team is
strengthening the workforce by
streamlining operating structures to
improve agility, communication and
cost structures. This is being
measured via Span of Control and
numbers of org layers.
Situation:
During a time of industry-changing
dynamics in the price of oil, GE Oil &
Gas has taken the opportunity to
strengthen the fundamentals of its
operating structures.
Transforming the workforce during an
market downturn
$40
$60
$80
$100
$120
Jan-13
Apr-13
Jul-13
Oct-13
Jan-14
Apr-14
Jul-14
Oct-14
Jan-15
Apr-15
Jul-15
Oct-15

6. 6
GE Oil & Gas: WorkforceNEXT Fall Summit
11/3/2015
Tactics to identify opportunity areas
• By taking a functional
perspective, spans of
control may be prescribed
and opportunity areas may
be identified
• Further opportunities may
be identified by viewing the
workforce through a
variety of lenses.Commercial
Business Development
Marketing
Product Management
Risk Management
Sales
Enabling
Communications
Environmental Health & Safety
Finance
Human Resources
Information Technology
Legal
Quality
Security
Production
Business Management
Engineering/Technology
EPC Project Management
Executive Management
Manufacturing
Services
Sourcing
Total

7. 7
GE Oil & Gas: WorkforceNEXT Fall Summit
11/3/2015
Approach:
• Still endeavoring to boost financial
performance, HP sought to fully
understand cause and impact,
especially before investing
incremental salary dollars not tied
directly to incremental revenue.
• Deep analysis was done to identify
sub-segments of the population
driving up attrition and causes
Situation:
• September 2009 the U.S. FED
Chairman declared “the recession
is very likely over.”
• At Hewlett-Packard Company
(HP), a drive to emerge strong
from included a drive to increase
its sales force
• ≈18 months later, attrition for all
major functions were trending
down while sales was increasing
Results:
• One year later, the attrition trend
was reversed and commission
attainment improved.
• Implementation of action plans:
o Established new commission plans
which had a larger base and less
incentive pay; establish greater
stability
o Regional managerial weaknesses
were addressed via a
comprehensive L&D plan
Attrition Mitigation emerging from
recession

8. 8
GE Oil & Gas: WorkforceNEXT Fall Summit
11/3/2015
Decompressing data to determine cause
Types of Sales
Historic Performance Ratings
Region / Country Segments
Commission Plans
Employee
Feedback
(VoW)
Business Segmentation
Quota
Attainment
Market
Dynamics
i i i
i i i
i i i
i i i
i i i
“Disconnected Data”
4%
5%
6%
7%
8%
9%
10%
11%
Q1 Q2 Q3 Q4

9. 9
GE Oil & Gas: WorkforceNEXT Fall Summit
11/3/2015
Approach:
• Integrated data relative to of hires
from targeted competitors:
o Performance ratings over
previous 5 year period
Retention during past 5 years
o Volume of hires
• A singe combined score was
awarded to each competitor
relative to three main functions:
Engineering, Sales, and Services.
Situation:
HP’s Enterprise Group (EG) leader
wanted demonstrated
improvements in productivity by
hiring the “best from the best” – the
best employees from our best
competitors.
After a year of targeted hiring, no
demonstrable improvements had
been made.
Results:
• Recruiters and hiring managers
were better able to screen
candidates and hone searches for
passive candidates.
• One year later, candidates hired
via the initiative compared to
their counterparts from the
previous year in the following
ways:
o Commission attainment +5%
o Patents up 12%
Assessing the value of hiring channels

10. 10
GE Oil & Gas: WorkforceNEXT Fall Summit
11/3/2015
Evaluating Targeted Competitors
• Dell, Inc. and EMC
present in the top 10 best
targeted companies from
which to hire for Engineering,
Sales, and Services
• Cisco consistently presents
in the bottom 5
• Symantec is a rich source of
talent for Engineering, but is in the
top 10 for targeted competitor
attrition for Sales.
• Huawei is on the bottom 5 choices for
Engineering due to high levels of attrition,
but is a strong choice for Sales given a
high incidence of top performance.

11. 11
GE Oil & Gas: WorkforceNEXT Fall Summit
11/3/2015
How can HR Analytics be used to
implement Business Strategy
• Gain a clear understanding of business priorities
• How does this relate to the workforce?
• Establish partners
• Communicate
• Track and follow-up

12. Questions?