Due to volatility in oil prices, oil and gas HR organizations are having an incredibly difficult time delivering cost-effective and efficient talent management results. This pressure, coupled with the difficulty of understanding HR data and predicting labor cost, means oil and gas companies need more than ever to deploy sound strategic workforce planning that will ensure their businesses not only survive but thrive.
These challenging times are a blessing in disguise, allowing oil and gas companies to go back to the basics to reassess and realign organizational structures and costs to optimize the delivery of work.
What are the key forces shaping the current reality of O&G companies and driving their strategic directions and shifts?
How do you align your organizational structure with your workforce strategy?
What are some leading tools to help build a more agile and effective workforce?
How have other oil and gas companies responded successfully to the pressure?
A PowerPoint presentation detailing Tricordant's views on workforce planning. Planning the workforce requires alignment across organisational identity, strategy, systems and culture.
Peter Howes - Workforce Analytics and PlanningAffero Lab
Apresentação de Peter Howes, vice-presidente SuccessFactors, sobre Workforce Planning. O Planejamento da Força de Trabalho é uma metodologia que permite à organização analisar seus objetivos de negócio para os anos futuros e, com isso, identificar os perfis e número total de talentos de que precisará para atingi-los.
The Next Big HR Transformation: How to Excel at Workforce PlanningHuman Capital Media
A fragile economic recovery. An increasing globalization. A major demographic shift in the working-age population. These are just a few of the reasons that today workforce planning can contribute more to the bottom line than ever before.
Yet for many organizations, workforce planning is a highly tactical activity, where human resources has a limited view of costs, finance owns the budget and source data varies in accuracy and completeness.
In this webinar, workforce planning expert Dino Zincarini will outline the keys to creating and executing a high-value workforce planning process, specifically:
Developing and exploring “what-if” scenarios.
Shaping workforce plans through collaboration.
Ensuring plans stick.
Understanding the factors that comprise your total cost of workforce.
Mapping plans to business savings.
Please join Dino as he explores this important topic.
Tackling Talent Strategically: Winning With Workforce PlanningHuman Capital Media
A recent Harvard Business Review Analytic Services report found that nearly three-quarters of businesses have missed their objectives because of poor workforce planning. Indeed although C-suite leaders constantly adjust the markets where they compete, the products they offer and the customers they serve, decisions about hiring and developing the talent needed to carry out these plans frequently are unconnected. What role can human resources play in transforming workforce planning from a tactical, once-a-year exercise into a strategic, continuous data-driven process that provides their company with competitive advantage, and is a key enabler of workforce cost optimization?
In this webinar, workforce analytics expert Ian Cook will share survey results and discuss HR’s opportunity to “move the needle” for the business via more effective workforce planning. Specifically:
The current and future states of enterprise workforce planning.
How to align workforce planning with business objectives.
How to achieve a collaborative relationship with finance.
How to master the complex world of total workforce costs.
How to leverage data about talent to enable better workforce decisions.
Tips for getting started with data-driven workforce planning.
The workforce has become an increasingly core strategic consideration to businesses. Join Workforce intelligence expert Ian Cook as he discusses how HR can play a more critical role in driving business performance than ever before.
A PowerPoint presentation detailing Tricordant's views on workforce planning. Planning the workforce requires alignment across organisational identity, strategy, systems and culture.
Peter Howes - Workforce Analytics and PlanningAffero Lab
Apresentação de Peter Howes, vice-presidente SuccessFactors, sobre Workforce Planning. O Planejamento da Força de Trabalho é uma metodologia que permite à organização analisar seus objetivos de negócio para os anos futuros e, com isso, identificar os perfis e número total de talentos de que precisará para atingi-los.
The Next Big HR Transformation: How to Excel at Workforce PlanningHuman Capital Media
A fragile economic recovery. An increasing globalization. A major demographic shift in the working-age population. These are just a few of the reasons that today workforce planning can contribute more to the bottom line than ever before.
Yet for many organizations, workforce planning is a highly tactical activity, where human resources has a limited view of costs, finance owns the budget and source data varies in accuracy and completeness.
In this webinar, workforce planning expert Dino Zincarini will outline the keys to creating and executing a high-value workforce planning process, specifically:
Developing and exploring “what-if” scenarios.
Shaping workforce plans through collaboration.
Ensuring plans stick.
Understanding the factors that comprise your total cost of workforce.
Mapping plans to business savings.
Please join Dino as he explores this important topic.
Tackling Talent Strategically: Winning With Workforce PlanningHuman Capital Media
A recent Harvard Business Review Analytic Services report found that nearly three-quarters of businesses have missed their objectives because of poor workforce planning. Indeed although C-suite leaders constantly adjust the markets where they compete, the products they offer and the customers they serve, decisions about hiring and developing the talent needed to carry out these plans frequently are unconnected. What role can human resources play in transforming workforce planning from a tactical, once-a-year exercise into a strategic, continuous data-driven process that provides their company with competitive advantage, and is a key enabler of workforce cost optimization?
In this webinar, workforce analytics expert Ian Cook will share survey results and discuss HR’s opportunity to “move the needle” for the business via more effective workforce planning. Specifically:
The current and future states of enterprise workforce planning.
How to align workforce planning with business objectives.
How to achieve a collaborative relationship with finance.
How to master the complex world of total workforce costs.
How to leverage data about talent to enable better workforce decisions.
Tips for getting started with data-driven workforce planning.
The workforce has become an increasingly core strategic consideration to businesses. Join Workforce intelligence expert Ian Cook as he discusses how HR can play a more critical role in driving business performance than ever before.
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Conquer 6 workforce planning and optimization challenges | AnaplanAnaplan
Your workforce is likely your most expensive asset—and yet an investment in a workforce planning platform isn’t usually top priority for executives. But did you know that companies tackling their workforce planning and optimization with Anaplan are saving 2-5 percent on their payroll costs?
In this webinar, thought leaders from Workforce Insight and Anaplan discuss how customers, such as Aramark, TELUS, Kimberly-Clark, and Tableau have transformed their HR processes with Anaplan
Ensuring the future of your business through strategic workforce planning …Workforce BluePrint
Presentation by Head Workforce Planner, Wendy Perry from Workforce BluePrint at the Changing Skills for a Changing World Conference in Melbourne on 14.2.13.
Operational Workforce Planning: Optimizing Talent and Maximizing ProfitabilityVisier
Operational workforce planning – planning that is focused on mapping existing skills, capabilities and resources against current operational business challenges – is a critical piece of the workforce management puzzle. Mollie Lombardi, vice president and principal analyst of Aberdeen’s Human Capital Management practice and Visier's Chief Strategy Officer Dave Weisbeck discuss operational workforce planning and its financial impact on your business.
View the full webinar recording here:
http://www.visier.com/lp/operational-workforce-planning-optimizing-talent-webinar/
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Workforce Planning Best Practices - Spectrum Organizational DevelopmentKyle Couch
This presentation was delivered as part of a conference hosted by Federated Press on Workforce Planning. The presentation contains the key elements required to build and implement an effective workforce plan in both the private and public sector. The presentation includes references to research reports conducted by IBM Global Research, and other key sources. The basis of the presentation is the Six Step Process to design, deliver and monitor an organization's Workforce Plan, and how to ensure it aligns with an organizations Strategic Plan and Operations Plan.
Workforce Planning: A Forward-Looking Approach to Getting the Right People in...ClearCompany
Workforce planning is a core function of human resources and it’s related to the identification and analysis of what an organization is going to need in terms of its workforce. Workforce planning determines what mix of experience, knowledge and skills are required, and it sequences steps to get the right number of people in the right place at the right time.
Workforce planning is one of the most important issues that human resources professionals are talking about. Still, many have not gone beyond the talking stage. The task of implementing workforce planning is daunting because it is so difficult to define.
In an effort to take a pulse on the workforce planning today, we partnered with HR.com to conduct a survey in the fall of 2016, to gather information on the current state of human resources and their workforce planning efforts.
Checklist:
1) Establish where your business is going.
2) Understand where the labor market is going.
3) Understand your future talent demands.
4) Assess your current talent inventory.
5) Identify your talent gaps.
6) Implementation.
Strategic workforce planning is important for companies, since employees are inarguably the most vital "asset". Today, the emergence of data analytics and planning platforms are making it easier for companies to gain insight into important metrics, answer pressing questions and to design an effective human capital management programme.
Read more - https://www.polestarllp.com/strategic-workforce-planning-for-human-capital-management
To meet the challenges of economic fluctuations, demanding competitive environments, and aggressive market conditions, companies need to be continuously evolving and adapting. Supporting the evolution are change management processes that focus on processes, structures, talent strategies and their alignment to the business realities.
Change management involves tried and tested methodologies, supported by robust HCM technology to evaluate scenarios, monitor impact and embrace change with flexibility, clarity and efficiency.
Strategic Workforce Planning: Key Principles and Objectives, Paul TurnerThe HR Observer
Making sure that we have the right people in the right place with the right level of skills at the right time to deliver both short and long term objectives requires information and insight. This need has sparked a growing interest in workforce planning. Organisations have identified a compelling need to be able to ‘shape’ and skill themselves to deal with both expected and unexpected events: as well as to control costs without damaging competitiveness. Strategic Workforce Planning (SWP) supports these objectives in the quest to become flexible and agile. SWP is a core process of human resource management. It helps HR Professionals to provide insight to an organisation’s competitive advantage through people. This session will cover some of the objectives, principles and models used in SWP, together with case studies of best practice.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
Conquer 6 workforce planning and optimization challenges | AnaplanAnaplan
Your workforce is likely your most expensive asset—and yet an investment in a workforce planning platform isn’t usually top priority for executives. But did you know that companies tackling their workforce planning and optimization with Anaplan are saving 2-5 percent on their payroll costs?
In this webinar, thought leaders from Workforce Insight and Anaplan discuss how customers, such as Aramark, TELUS, Kimberly-Clark, and Tableau have transformed their HR processes with Anaplan
Ensuring the future of your business through strategic workforce planning …Workforce BluePrint
Presentation by Head Workforce Planner, Wendy Perry from Workforce BluePrint at the Changing Skills for a Changing World Conference in Melbourne on 14.2.13.
Operational Workforce Planning: Optimizing Talent and Maximizing ProfitabilityVisier
Operational workforce planning – planning that is focused on mapping existing skills, capabilities and resources against current operational business challenges – is a critical piece of the workforce management puzzle. Mollie Lombardi, vice president and principal analyst of Aberdeen’s Human Capital Management practice and Visier's Chief Strategy Officer Dave Weisbeck discuss operational workforce planning and its financial impact on your business.
View the full webinar recording here:
http://www.visier.com/lp/operational-workforce-planning-optimizing-talent-webinar/
Strategic Workforce Planning (SWP) is the most sought after skill in talent management today. Master this critical skill so you can move your career and your organization's objectives forward simultaneously.
In this webinar you will learn:
The essential steps in SWP
How to identify talents gaps and
Actions to take to close those gaps.
And more…
Workforce Planning Best Practices - Spectrum Organizational DevelopmentKyle Couch
This presentation was delivered as part of a conference hosted by Federated Press on Workforce Planning. The presentation contains the key elements required to build and implement an effective workforce plan in both the private and public sector. The presentation includes references to research reports conducted by IBM Global Research, and other key sources. The basis of the presentation is the Six Step Process to design, deliver and monitor an organization's Workforce Plan, and how to ensure it aligns with an organizations Strategic Plan and Operations Plan.
Workforce Planning: A Forward-Looking Approach to Getting the Right People in...ClearCompany
Workforce planning is a core function of human resources and it’s related to the identification and analysis of what an organization is going to need in terms of its workforce. Workforce planning determines what mix of experience, knowledge and skills are required, and it sequences steps to get the right number of people in the right place at the right time.
Workforce planning is one of the most important issues that human resources professionals are talking about. Still, many have not gone beyond the talking stage. The task of implementing workforce planning is daunting because it is so difficult to define.
In an effort to take a pulse on the workforce planning today, we partnered with HR.com to conduct a survey in the fall of 2016, to gather information on the current state of human resources and their workforce planning efforts.
Checklist:
1) Establish where your business is going.
2) Understand where the labor market is going.
3) Understand your future talent demands.
4) Assess your current talent inventory.
5) Identify your talent gaps.
6) Implementation.
Strategic workforce planning is important for companies, since employees are inarguably the most vital "asset". Today, the emergence of data analytics and planning platforms are making it easier for companies to gain insight into important metrics, answer pressing questions and to design an effective human capital management programme.
Read more - https://www.polestarllp.com/strategic-workforce-planning-for-human-capital-management
To meet the challenges of economic fluctuations, demanding competitive environments, and aggressive market conditions, companies need to be continuously evolving and adapting. Supporting the evolution are change management processes that focus on processes, structures, talent strategies and their alignment to the business realities.
Change management involves tried and tested methodologies, supported by robust HCM technology to evaluate scenarios, monitor impact and embrace change with flexibility, clarity and efficiency.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
HR's NEXT TOP MODEL: Current & best practices in organizational transformationNakisa
What are the driving forces behind why organizations need to be able to remodel their workforce? In this presentation, you can review some key market trends on organizational design and modelling. See how and why companies use org modelling software to re-design and re-model their organization.
Empowering and engaging millennials with Nakisa's talent solutionsNakisa
Join Chuck Frosst and Jon Druker as they discuss upcoming workforce trends and demographic changes, and suggest how to prepare your business for the upcoming human capital evolution.
In the 60-minute session, Chuck and Jon answer questions such as:
- Who are Millennials and how will they impact your business?
- How can your organization get ready for workforce changes?
- What are the enablers to engage your new workforce and align it with your business goals?
- How can Nakisa’s business solutions improve employee retention and performance?
- What are the benefits of running Nakisa’s business solutions?
In a time when organic growth just won’t cut it, organizations are increasingly growing through acquisitions or reorganizations to accelerate business results. From planning a merger, acquisition or divestiture to managing reorganizations, the Nakisa Transformation Accelerators Suite will help you to navigate change more effectively.
Strategic Learning and Development for Improved Workforce Performance was presented to the Western NC chapter of SHRM. Based on best practices research this presentation uses a case study to show how the entire talent cycle can be aligned around common competencies, processes and systems.
State of Resource Management - Key Trends in Resource Management Best PracticesRTM Consulting
Too many services organizations and internal IT departments continue to struggle with how to address the complex challenges of managing human capital efficiently and effectively. This struggle has contributed to project performance failures exceeding 35%. Consistent and predictable deployment and utilization of project based resources is the difference maker for achieving peak project performance while minimizing labor costs. This presentation provides key trends in resource management best practices across the industry and some of the issues that challenge the application of these practices.
Integrated talent management solution for PM system implementation_v1.0Kwan Segal , SPHR, EMBA
When you think about what Performance Management system you want to buy or which products you want to work with, having the following practices in place will help you drive values from the investment of the new PM systems.
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
The Path to Configure Price Quote (CPQ) SustainabilityApttus
Just what does it take to successfully transform your Configure Price Quote (CPQ) process? In this session will cover the three pillars of success for CPQ: The arts of design, governance, and training. All three are essential for an optimized Quote-to-Cash experience.
HR and IT managers that want to achieve a successful digital transformation must make fundamental changes. Whether businesses are looking to increase agility, improve customer service, streamline processes or drive innovation, change needs to start in the workplace. This is because the performance of individual employees is decisive in a world increasingly characterized by knowledge work. However, employee performance can only improve when the work environment is adapted and optimized to their respective roles and requirements. Equipping workers with new mobile devices or collaboration tools is not a solution in and of itself.
Based on PACs view of Digital Workplace as a holistic design and service concept, this presentation offers a 360° view on critical issues related to workplace modernization. It gives insight into current trends, investment plans and challenges relating to digital workplace initiatives.
This week Chris Garber was at the EXL LifePRO conference in Naples FL presenting "How to Win Friends and Save Money". The presentation talks about how companies can improve efficiency by 40%+ using process improvement, technology, and data solutions.
“How to win friends and save money”
Improve your efficiency by 40%+ using process improvement, technology, and data solutions.
The competitive landscape, economic environment, and information technology continue to show up on top of the major challenges life insurers will face in the coming years. EXL Consulting will demonstrate that with process improvement, technology, and data solutions you can not only survive, but thrive, in this ever changing environment.
Key topics include:
1) Streamlining processes and improving turnaround time
2) Enhancing staff productivity while reducing errors
3) Improving pricing and customer insights with data federation
4) Modernizing legacy systems
5) Enabling customer self-services and mobile
Digital Disruption: Embracing the Future of Work accenture
While the effects of digital disruption on business and operating models are familiar territory, the impact on the workforce could be the Achilles’ heel of organizations seeking to be digital. There is a window of opportunity to take advantage of digital disruption. Our global research shows executives and employees are well aligned on the benefits of being digital.
Business leaders need to act on their strategies, adjust their workforce skill sets, and prioritize the workforce changes that will fast-forward their digital journey. Find out why it is time to capitalize on the positivity of the workforce.
HCM Workforce Compensation Trends and DemoEmtec Inc.
How is Cloud going to help solve today's HR Challenges? How are you going to retain your key employees? With a fully functional Core HR, Workforce Management, Workforce Rewards, and Talent Management. But how do you get there?
Shared services - A Strategic Cost Management PlatformSanjay Chaudhuri
Shared Services Platform (as self defining as it can be) promotes the idea of 'sharing' within an organization or group or may also be provided as 3rd party SBU services.
Creating a Single point of contact for all service deliveries, enabling Cost effective solutions, leverage Automation, optimize workforce and the Speed to fulfillment is the key to success of such organizations.
More and more companies are moving to such platforms and the success rate is very high.
Business is changing faster than it ever has before. To effectively support the business, HR needs to change, too. The one-size-fits-all HR mantra no longer works for all organizations. Many organizations need their HR to be far more flexible, with digital deeply embedded in the way it functions. Accenture has identified new, innovative HR operating models that create and sustain more flexible and integrated HR capabilities. Each model is designed to suit different strategies, cultures and types of workforces -- delivering a more flexible and strategically relevant HR.
Cloudway Consulting Pvt Ltd Is a SAP Strategic Sourcing Consulting Company For SAP, SAP S4 Hana, SAP Ariba, SAP C4C, Success Factor and Business By Design for More Call us at +0120-4226511
Empower Managers to maintain the org structure, manage change and improve dat...Nakisa
In any business environment, managers are at the heart of organizational success. Tasked with aligning the activities and priorities of their teams to the strategic goals of the organization, they need fast, efficient access to organizational data in order to meet these objectives. Empower Managers to maintain the org structure, manage change and improve data quality with Nakisa® TeamManager™.
Design organizational scenarios and intelligently plan for the future with Na...Nakisa
Nakisa® OrgModeler™ reduces the risk and uncertainty of making critical enterprise and talent decisions by providing leaders with the ability to proactively prepare for change, minimize its disruption on the organization, make better-informed decisions and facilitate workforce transition. Key stakeholders can fully collaborate on a variety of change processes including strategic planning, restructuring, and change management. Get insight into your most current org chart and design potential change processes while analyzing the impact on your organization.
Create a collaborative, connected workforce with Nakisa® OrgChart™ EnterpriseNakisa
Nakisa® OrgChart™ Enterprise enables you to easily and readily visualize your entire workforce in real time, either in the office or on-the-go. With this solution, Managers, HR Professionals & Executives can make informed decisions about resources, provide a framework for managing change, and efficiently communicate operational information, while employees can navigate the org chart to collaborate on projects with other employees and build professional and social communities to support innovation.
Plan, assess, optimize, and analyze the performance of your worforce with Nak...Nakisa
Businesses need to understand how their employees contribute to company goals & objectives. A good performance management solution demonstrates how employees are currently performing, identifies top performers, provides employees with transparency on their personal performance in the workplace and sheds light into their future career development.
Nakisa® Goals & Performance helps align your human capital with performance evaluation cycles through a robust and integrated platform that defines your company goals & objectives. Employees can see how their personal goals fit into the company goals & objectives, monitor their individual progress and understand how their effort is evaluated. Managers can track team progress and goal performance and ensure performance evaluations are aligned with company goals & objectives.
A global leader in enterprise business solutions for Human Capital Management (HCM) and Finance, Nakisa delivers innovative, forward-thinking and robust human resource and financial management solutions that advance your business strategies. Available on premise and in the cloud.
See what’s possible with Nakisa’s powerful visualization technology to:
Align talent performance with company objectives
Stimulate employee engagement throughout your organization
Comply with IFRS standards for Revenue Recognition and Lease Accounting
Working with a global network of partners and as one of the few Solution Extension partners of SAP® since 2007, Nakisa serves 800+ enterprise customers and over 4 million subscribers in 24 industries.
The International Accounting Standards Board (IASB) and the Financial Accounting Standards Board (FASB) are currently finalizing the accounting regulations for leases, expecting to issue the new standards before the end of 2015. The new regulations will require organizations to capitalize many of their operating leases and record them in their balance sheets as assets and obligations.
With high volumes of complex lease contracts for drilling, equipment and joint operations, oil and gas operators are one of the groups that are most affected by the upcoming lease accounting standards. To ensure that they have the IT systems, applications, processes and controls ready to comply and to allow for potentially lengthy lead times, experts strongly recommend organizations to start considering today how technology can help them prepare, long before adopting the standard.
Working as a cohesive force with organizational management solutions by Nakisa
Policing and law enforcement in Israel are the sole responsibility of the Israel Police. With 30,000 employees this national force is responsible for all aspects of policing, including crime prevention, public security and maintaining law and order.
Today, 1/41 of HR leaders state that they are unable to easily deal with change or make
decisions efficiently because they don’t have the information they need on hand. Tight
controls and cost reductions, stringent objectives, “client” focused service delivery models,
transforming organizational structures, changing workforce demographics, regulatory compliance and political cycles present tough dynamics. Public sector HR leaders are
under pressure to “do more with less” and still achieve improved agility, quality and
innovation. Smart human capital management solutions built to simplify processes and provide
valuable insight hold the key to operational efficiency in public sector organizations.
Nakisa Transformation Accelerator for Mergers, Acquisitions & DivestituresNakisa
Accelerate time to realize the value of M&As with Nakisa
A recent Deloitte report found that 84 percent of corporate executives anticipate a sustained, if not accelerated, pace of M&A activity in the next 24 months. However, while change is on the rise, the reality often falls short with 70 percent of change initiatives failing to meet their expectations.
Expectations are high and yet, in an environment where adaptability and agility can mean the difference between success and failure, focusing on speed and accuracy of the change process is vital to business success. The faster organizations can see outcomes of potential scenarios, the sooner they can realize their objectives. It is available at your fingertips using Nakisa’s Accelerator for Mergers, Acquisitions and Divestitures.
Refer to them as you please: Millennials, Gen-Y, young professionals...but these are the people that will be comprising nearly 50% of the workforce by 2020. How is your organization preparing?
Here are some facts about this new generation of human capital that businesses will need to keep in mind as they ready themselves for the biggest cultural shift in the workplace since the 60's and 70's.
Read on to find out how Nakisa's Millennial-ready software can help you prepare.
HR Industry Spotlight: Oil & Gas. Proactively prepare for change and build a ...Nakisa
In an industry where competition for talent is high and attracting and retaining skilled workers is fundamental to business success, using an integrated organization and talent management solution is key. With the right processes and technology, you can reduce the risk and uncertainty of making critical enterprise and talent decisions by having accurate, real-time information at your finger-tips. Leveraging the simple user-interface and robust analytics, turn data into intelligence and gain confidence in the org and talent decisions you make for your enterprise.
A guide to unlocking the full potential of human capital managementNakisa
Have you considered that shifting HR’s center of gravity from compensation management to organizational management could benefit all areas of HR? Without a sound organizational management strategy, the full potential of all other HR activities cannot be achieved.
Check out the webinar slides where we uncover examples of how SAP® Organizational Visualization by Nakisa® (SOVN) is used by leading organizations as a key stepping-stone to form their HR strategy.
Discover how SOVN:
- Helps manage complex HR data so that you can make informed decisions about talent, manage change, and communicate operational information quickly and easily.
- Enables you to efficiently collaborate and communicate with stakeholders on change and restructuring processes.
- Saves you time by avoiding errors and speeding up key processes with real-time write-back to SAP HCM.
- Uses preset data management rules to help you identify and cleanse data anomalies.
New features in SAP Org & Talent Visualization 4.1Nakisa
The latest release of SOVN 4.1 includes a number of usability and functionality enhancements. Org Chart now features a 'smart search' tool helping employees to connect with colleagues faster and find information more easily. Org Modeler includes a new landing dashboard that provides scenario change alerts, shortcuts to popular org modeling templates and actions and access to key metrics. The scenario creation process is streamlined making it faster to create, share, review and approve organizational changes via quick links and gain deeper insight through a wider choice of analytics. Finally, position-to-position hierarchy modeling is now available providing a wider choice to model scenarios based on user preferences and organizational needs. The Data Quality Console, features additional rule filters and deeper insight into data anomalies, making it easier to improve the quality of the data most critical to core HR processes. Lastly, data changes made within the Org Chart module are now automatically reflected in Team Manager increasing the efficiency of org structure management across the applications.
New features in STVN include performance enhancements in Career Planning and a new private/public notes tool for HR Professionals to enable collaboration throughout the Succession Planning process. The user-experience has been improved across the Nakisa solutions suite, including additional security settings, the ability to navigate and search lists more easily and the option to personalize page displays to create an individualized user-experience.
Human capital challenges for banking:
1. Shortage of high-performers (A costly war for talent, Attraction by competitors, Honesty, trust & integrity are critical for employee success and protection of the business)
2. Demand for org transformation (Operational risks, Ambitious growth & expansion, with global talent deployment, Fast support to flexible organizational transformation)
3. Fragmented HR Practices (Strategic misalignment
Variations & lack of visibility across locations
Separated recruiting, performance management, development & succession)
Nakisa Goals & Performance helps align your human capital with performance evaluation cycles through a robust and integrated platform that defines your company goals & objectives. Employees can see how their personal goals fit into the company goals & objectives, monitor their individual progress and understand how their effort is evaluated. Managers can track team progress and goal performance and ensure performance evaluations are aligned with company goals & objectives.
Devise and manage a sustainable talent pipeline with SAP® Talent Visualizatio...Nakisa
SAP® Talent Visualization by Nakisa® (STVN) consists of three licenses, CareerPlanning™ TalentViewing™ and TalentPlanning™, that help you to:
• Identify positions and competencies critical to strategic success
• Engage top talent by aligning career aspirations and business objectives
• Mitigate risks of key role vacancies by establishing strong succession plans
13. “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
So change management is really about leadership and the art of managing change
But change management is only as good as the leader or leaders that drive it
SAP – Best practice for Oil & Gas - Hot topics research report
Introduction:
To set a context for this year’s report and the subsequent annual Best Practices for Oil & Gas conference this September – we asked oil and gas leaders from across all segments to identify the top focuses of the C-Suite in 2015. The below represents, in order, the key leadership focuses in 2015:
1. Cost Reduction, Capital Control, Spend Efficiency and Prioritization
2. Maximizing Productivity with Optimized Business Processes
3. Maximizing Value Realization and Value Driven Activity
4. Driving Organizational Alignment and Transparency
5. Effective Risk Mitigation and Regulatory Compliance
6. Workforce Optimization and Talent Acquisition, Management and Retention
7. Data Driven Situational Awareness
8. Maximizing Asset Utilization and Operational Productivity
The crux of this report is focused on the day-to-day challenges experienced by professionals, managers and leaders from across all segments and roles in the industry, their day-in and day-out obstacles. We asked oil and gas leadership, management and professionals to identify the most critical challenges they and their teams face on a daily basis in 2015. The challenges and questions that are most critical to them. The conference, this September, will provide evidenced backed best practice solutions to overcome challenges in the below topic areas and leverage opportunities to improve.
1. The Networked Economy
2. Repositioning IT &the Evolving Workforce
3. Making More Informed Decisions –Data, Analytics & Reporting
4. Leveraging the Cloud, Mobility & HANA
5. Enhancing Business Processes
6. Indirect Supply Chain, Logistics & Procurement
7. Asset Integrity, Maintenance &Reliability
8. Finance, Accounting &Capital Management
9. Operations &Production
10. Large Capital Projects
11. Maximizing Technology Efficiency, Delivery &Innovation
12. Risk Mitigation, EH&S &Compliance
13. Hydrocarbon Supply Chain
14. Enhancing the User Interface &User Experience (UI &UX)
MANAGING THROUGH DISRUPTION –A HUMAN RESOURCE PERSPECTIVE
Within days of OPEC’s decision not to cut production in November 2014 and as the slide in oil prices began, Mercer
released a spot survey, “2015 Changing Energy Industry Dynamics”, to understand what HR professionals were
considering or planning in response to the disruption. The Survey looked for insight into 2015 actions as well as 2016
and beyond.
Results over the six-week survey period showed a significant shift from “wait and see” to “definitive” action - not
surprising given the swift and dramatic change in market fundamentals. Outlined below are HR’s highest-ranked
responses to the changes in business strategy and direction. These new results represent a drastic change from
the previously reported challenge of keeping up with growth, as recently as mid-2014.
Impact on 2015 business strategy HR’s 2015 response as a result
• 44% will cut back Capital Expenditures as a result
of the decline in oil prices.
• 38% will reduce selling, general, and administrative
(SG&A), and 23% will reduce core (non-SG&A)
operating expenses.
• 7% will explore potential divestures of assets,
business units, products ,or geographies.
• Top 3 priorities are:
– Decrease in “buying” talent.
– Freeze or cut compensation.
– Consider how to enhance cost effectiveness
of HR delivery.
• 16% may reduce staff (restructuring).
Perhaps most telling of how swiftly a market disruption can alter the strategies and course of action is to consider talent
acquisition. In Mercer’s Oil and Gas Talent Outlook and Workforce Practices Survey (released in 2014), employers focused
almost exclusively on “buying” (poaching) talent as the core of their talent strategy – with 66% of employers indicating a preference
to “buy” talent over “build” talent. As the headlines now reveal on almost a daily basis, “buying” talent has taken a
distant back seat to restructuring and layoffs. In the 2015 Changing Energy Industry Dynamics Survey, respondents
indicate a dramatic cut in hiring plans. We point out that hiring versus reductions is largely dictated by where the
enterprise plays in the value chain and its unique situation (geographic presence, operating model, and debt levels).
Looking at strategies and plans for the longer-term (2016 and beyond), respondents were primarily focused on “building”
internal strength and capability (45%); coupled with enhancing supervisory, management, and leadership skills (45%);
and understanding and optimizing employee engagement (41%). These priorities were followed by seeking to reshape
HR service delivery (23%); optimizing the organization at large (22%); and assessing and reshaping their employment
value proposition (20%).
While we are aware that sudden drastic actions, such as reductions in pay, may be necessary, they may be seriously
detrimental to the enterprise over the long-term. We support longer-term thinking to create internal capability to deal
with volatility and change in the coming years.
Skill shortages continue to be the main concern for employers worldwide
Skills shortages remain the number one concern for employers for the
coming year. However, there has been a significant rise in the concern
regarding economic instability in specific regions.
In Australasia and the CIS, 40 per cent feel that economic climate will
hinder growth. At the end of 2014 the price per barrel had decreased by
41 per cent over the previous six months. This combined with an already
fragile global economy may see a dramatic decline in further investment
within the industry.
John Faraguna, Managing Director, Hays Oil & Gas
Confidence levels of survey respondents seem highly
optimistic given the economic uncertainties facing
the industry.
Addressing the Global Skills Shortage
Inadequate succession planning and insufficient time for knowledge
transfer are seen by 28 per cent of employers as the main reason for the
global skills shortage. We are seeing more employers taking proactive
measures to address this by hiring graduates into the business with enough
time to develop and coach into leaders and experts. Training and
up-skilling are part of the industry’s response to tackle the skills shortage
and aging workforce concern.
WOMEN IN OIL AND GAS: TARGETING THE FEMALE MARKET TO TACKLE THE SKILLS SHORTAGE
The gender imbalance within the oil and gas industry is a topic of
much debate and there has been a push on initiatives from individual
companies and policy makers to encourage more women to enter the
oil and gas sector. As employers face skills shortages globally, tapping
into the female candidate pool could provide the talent needed to
help grow the industry.
Aside from the obvious rebalancing of the workforce there are key
commercial reasons for employers to engage more women into their
businesses. The Women Matter [3] series of reports produced by
McKinsey & Company, global management consultants, indicate that
businesses with a higher number of women in executive positions tend
to be more successful financially than those with no women at senior
levels. Getting the right balance of skills, experience and leadership at
the top really impacts the whole business, something employers must
factor in when looking to hire into executive positions.
A significant portion of the global oil and gas employment market is
within the science, technology, engineering and mathematics (STEM)
fields, such as geoscientists and engineers and changes within the STEM
candidate markets will impact the oil and gas industry. According to
research by Hays, there has been an increase in the number of women
taking science programmes at undergraduate level. According to Higher
Education Statistics Agency (HESA), in 2013 women made up over half
of all science subject undergraduates in the UK. Though this trend will
vary in different oil and gas regions, hiring managers should take
advantage of this skilled, readily available candidate pool where possible.
How to tackle the skills shortage has been a topic for much debate
and targeting the female market to fill these positions is on the
agenda for most employers. This year’s Guide shows that almost 40
per cent of all female respondents are in their first four years of
working in the oil and gas industry. Employers can access this new
workforce to alleviate the skills shortage for senior positions.
Showcasing mentorship programmes and succession plans
throughout the hiring process and incorporating childcare or flexible
work options will help attract women into the business.
However, the challenge still remains on how best to keep women in the
industry. As our age demographics chart shows below, the industry’s
workforce is male dominated, particularly at higher levels of seniority. In
part this can be explained by fewer women being hired in the past.
However, the industry has been a less attractive long-term career option
for women than for men. Consequently we’ve seen a disproportionate
number of women leave the workforce before retirement.
GENERATION Y: THE WORKFORCE TO HELP SOLVE THE SKILLS SHORTAGE
Generation Y (Gen Y) – those born between 1983 and 1995 – now
represent a significant and increasing percentage of the global labour
market. This year, Gen Y made up 39.9 per cent of the global workforce,
an 8.7 per cent uplift from the previous year. As the baby boomers and
Gen X start to leave the workforce, this generation will take over the
reins and be responsible for leading the worldwide economy.
Research conducted by Hays sheds some light on Gen Y’s attitudes to
issues surrounding their work and careers: what attracts them to a
potential employer and what makes them stay such as reward
training and work/life balance, what they look for in an ideal boss,
what they regard as key indicators of career success, and how they
relate to social media and emerging technology. It’s probably not
surprising that our research shows that Gen Y across the globe differs
from prior generations in terms of their needs and aspirations in the
workplace. By and large, they look for a more engaging employee
value proposition than prior generations, and value flexibility in when
and where they work.
However, our research also shows that Gen Y differs considerably
from region to region and from country to country. For instance, while
all Gen Y’s want to be compensated appropriately, wealth creation is
much more important to those in China than Gen Y in the UK or US
where work/life balance and job satisfaction are equally important.
In contrast, Gen Y in Japan views job security as the most important
indicator of career success. Gen Y in the US are more motivated by
making a difference to society than any other country surveyed, whereas
Gen Y in the UK are the most motivated by interesting work and coming
up with solutions, and workers in China value public recognition.
In the oil and gas industry, the ageing workforce and the increasing
demand for highly skilled professionals has created skills shortages in
many disciplines and in many parts of the world. In 2014, 22 per cent of
respondents were aged 50 and above, 7 per cent fewer than the
previous year. Therefore, efforts to attract more Gen Y workers into the
industry seem to be having an impact. However, our survey shows that
skills shortages are still the most important issue facing companies
today. Gen Y workers will play an increasingly important role in solving
the industry’s skill shortages. Therefore it is critical for companies and
their HR departments to understand what motivates Gen Y so that they
can most effectively attract, motivate and retain them.
Key Insights:
The Middle East continues to rely heavily on expat workforce, while Asia
battles to retain and attract home its experienced, indigenous workforce.
Ninety-one per cent of employees would consider an international move
which highlights the global nature of the oil and gas labour market. While
relocation packages are ranked the fifth most valuable benefit (a value of
15 per cent of total compensation package), only 23 per cent receive the
benefit. Given that hiring managers continually struggle to find specific
niche skills for their projects locally, companies need to better understand
candidate drivers when looking to hire overseas talent. To tap into this
global mobile talent pool, employers must deliver a competitive offering
that includes an attractive relocation component.
Add slide:
Mutiple user of
This framework is useful for understanding the interdependencies between the HR processes and the supporting cast of technology, analytics and content.
Ultimately we’re trying to make sure organizations have the right HR processes to help the business executive on strategic and operational plans.
Technology helps us streamline and simplify these processes
Analytics help us measure how well our processes are meeting expectations
Content is the fuel that ensures we’re focusing our HR processes on the right behavior, objectives, learning etc…
From all this we can see what WFPlanning plays is the strategic side of HR and has the potential to play such a key role in the business. It’s the one HR process that spans Corporate, Finance, Operations and HR
Taking a deeper look at WFP we find three different types. The often follow a maturity curve from left to right (but not always)
WFA is essentially seeing HR in the rear view mirror. There is where most organizations seem to be, but that struggle with data integrity issues which stem from position mgmt., hire-to-retire process issues. Very helpful for understanding current gaps, risks, no change future state based on current turnover rates, retirement rates, other trends
Demand Planning – otherwise known as OWP and Headcount and Budget planning – is the near term planning (1 year) –This is why I was particularly drawn to Nakisa. This is the annual process that can bring HR, Ops and Finance together to review strategy, cost center impact changes needed, plans for approval. Having worked for an integrated energy company this was the most frustrating HR process on the planet and yet the least well supported by technology. We maintained the most expensive macro I’ve seen, that always broke, where filters were messed up, permissions mixed up (exposing the wrong people to highly sensitive data – peoples salaries), -- things that were never intended for a spreadsheet.
WFP – otherwise known as SWP – is the longer term planning (2-5 years, some times to 10 years) – where we find scenario modeling, skill forecasting. This where we test strategy against capability (talent) to execute. This is HR’s best opportunity for bringing the most strategic value to the business. For example – when implementing a WFP solution with an energy regulator it was amazing to see how engaged Operations leaders were during the WFP workshops and active they were in understanding the dynamics behind the workforce issues they were experiencing in the Fort Mac. Area. WFP is also where we see the most variability of use cases, applications and tools. For example – working as Director OD for another energy company with diversified portfolio of businesses I had several ‘customers’ (HR VPs) come to me with very different WFP needs:
Setting up a new facility in a new geography – how to plan for that?
Addressing an aging workforce with a second BU
Strategy planning and determining critical roles and candidates
There are many other use cases…and all need data, tools and planning.
Here is a sample WFP framework from HCI to help illustrate the process…
Doug
Organization design is about the distribution of work, not just structure, though that is the manifest tangible outcome.
Change in structure, cuts or mergers, or whatever, starts with a clear view of the distribution of work to execute on your plans, and deliver your intended goals.
Redistribution of the work so it can be effectively handled by your target workforce level requires rigorously tested principles of how complex, human adaptive systems work.
design a merged organization resulting from an acquisition to support achievement of corporate business plan strategies and goals in a rapidly changing and demanding production environment
ensure that the producing element of the system, i.e. Operations, was effectively structured to deliver expected volumes of bitumen and synthetic crude, safely, to the required level of quality, with operational reliability, and in environmentally sound ways
in a matrix system, incorporate the effective structuring of other key areas such as Maintenance, Engineering (process and reliability), Reclamation, Environment, Human Resources, etc.
This is simplified version – just to see a bit better – with a focus on the maintenance function line
Oil Sands Operator – energy and utilities division
Initial surface chart…all looks good, right?
To do the quick count:
106 positions, 14 reporting to the unit leader, 54 at the next layer, and 37 at the fourth layer
Now we have added some design principles that drive alignment of work by layers and levels. The red lines.
Our diagnosis involved reading what people the role was supposed to be accountable for, talking to people about what they were actually accountable for, and double checking that with the managers accountable for their work. This is the reality check.
The light blue shows roles that are compressed or jammed up, and the green shows roles that are gapped, on the basis of the work they were actually doing, in terms of level of complexity.
With this lens applied, we found that, of the 106 roles, 52 were in jam-ups, and 14 in gaps, with 1 in an inversion (operating at a higher complexity that their accountable manager). And many roles were in an overlap situation where they may be in a gap above and a jam with roles below.
These are the misalignment conditions that are at cause for many of the operational and management pain points and symptoms:
- Strategic misfires; innovation gaps; reduced engagement; increased expenses; sluggish responsiveness; bureaucratic practices things like Inefficient meetings, poor execution, delays, recurring operational issues, inability to become proactive, low engagement, and low trust on teams, poor team coordination and communication, lower or ineffective collaboration, and more importantly unclear accountability and slow or ineffective decision-making.
In general we find about 38% of roles are jammed and 18% of roles are gapped = 56% of roles not well aligned with the principles of the levels of complexity of work.
This means only a fifty percent chance of success as planned or intended. Or about an inefficiency cost of t least $2500 per role per year (all roles, not just the misaligned one.)
In a group of 1000 people, that is an initial rough estimate for better alignment of bout $2.5 million per year.
Here we see the proposed and preferred changes that were agreed upon to implement. There were actually three options proposed, and this one was the decided upon, preferred, option.
A VP Role was actually added/created at the top most level, with 4 direct reports. The large extended box here represents an assumption of roles at this level with direct reporting relationships in the functional matrix. That is there are managers of roles that have functional line accountability, and their direct reports are dedicated to this group – these are the functional managers in Projects, E&H, Finance, HR, Supply Chain, Document Control. There are altogether about 84 directly accountable roles here, and another 6 functional accountability positions.
So number of positions actually went down by about 15. (Do not have accurate actual headcount number changes due to the matrix structure – estimated to be at least 20%, and happened mostly in the lower levels)
Notice the lack of colour here. We have proposed to filled the gaps, and eliminate jam-ups as much as possible.
You may also notice some jamming up at the very bottom. These represent operator or technician positions that report to a Supervisor, who operates at generally the same level of complexity and has day to day supervision or lead hand accountability.
Simple and disciplined
Define design principles and design criteria:
What are the fundamentals that guide the design itself?
How will you know which design option is best fit for purpose?
Diagnose the organization: Assess and analyze the current structure:
What is the work? By position or role, not individual
What are the issues and opportunities?
Develop design options:
What are the possibilities for better alignment and their pros and cons?
Decide:
Based on design and decision criteria, what is your preferred option?
Deliver:
How will you implement the intended design?
Enable workforce agility by effectively modeling and planning changes to your org structure with powerful organizational modeling functionalities
Prepare for change and execute change management with minimal disruption to business operations - Model and plan for organizational transformation
Foster collaboration and innovation among a widely dispersed, mobile workforce - Search and collaborate with other employees through various directory listing options
Improve decision-making to keep pace with rapid organizational change
Get the most out of your existing ERP HCM investment by ensuring sound data integrity
Unfortunately, that’s all the time we have for today. We will be responding to all the unanswered questions in the coming days. If you have any more questions, please feel free to contact Raagi, Chuck and/or Nakisa@Nakisa.com.
We invite you to visit the various resources we have available to you:
The Org Management webpage for information on the solution suite as all of its modules,
our resources page for thought leadership, tools and tips for organizational success and the solutions available at Nakisa that will help support your performance management strategy
Our social media channels to keep up to date with the latest news and events,
And our youtube channel for short demo videos on our Organizational and talent management solutions
- Does process change drive the structure changes needed?
- How does this help provide the business case or show benefits of a certain design over other design decisions?
- What principle drives the horizontal grouping?