Keynote: Aligning HR with Business Strategy- Business Drivers for Competency Management, Bruce Shaffer, Vice President Human Resources, OneSubsea and Dave Holberry, Engineering Director, OneSubsea

How can HR become a valuable business partner, central to strategy discussions? It’s all part of HR transformation. Many obstacles get in the way of HR success: reorganizations, M&A, talent shortages, budget pressures, employee demands, and disruptive new technologies. This session from the C-Suite provides REAL SOLUTIONS.
• Learn how your HR team can become an essential business function leading the way in delivering bottom-line results.
• Managing talent through our industry cycles and determining how to make talent investments from the perspective of both the Business AND HR Leadership.

Transcript

1. Aligning HR with Business Strategy Business Drivers for Competency Management October 2016
2. 2 Subsea Creation - 2013 Leading oilfield services company Leading provider of subsea production systems Leading provider of subsea measurement, boosting and process systems More than the sum of its parts; an industry “game changer”
3. 3 Schlumberger Integration 3 2015 Financial Highlights Revenue: $35.47 billion Net income: $2 billion 95,000 People 140 Nationalities 85 Countries 37 GeoMarkets in 4 Areas 16 Product Lines 123 Research, Development and Manufacturing Centers
4. 4 What We Do Boost Production with scalable processing solutions Integrate End-to-end solutions from reservoir to surface Collaborate Early engagement to anticipate challenges and improve decisions Engineer Optimal system architecture to increase life-of-field production Control Continuous monitoring to manage changing reservoir conditions Enhance Financial returns over the life of the field We offer integrated end-to-end subsea solutions that optimize production and improve deepwater recovery at every stage throughout the life of the field, from Pore to Process™
5. 5 Engineering and Technology Talent Management Journey  Our management asked for the development of Best-in-Class processes and tools for selecting, engaging, developing, recognizing and retaining engineering talent  An Engineering Technical Career Ladder (ETCL) was developed and implemented in 2014  Developed complementary processes and tools to help the business select, engage, develop, recognize and retain engineering talent (ROADS initiative)
6. Engineering RECRUITING We have implemented various tools for branding and recruiting to attract and find new employees. Engineering ONBOARDING There are a number of systems and tools as well as employee programs dedicated to helping new employees get acclimated with the Cameron and OneSubsea business and culture. Engineering ASPIRING We have implemented career ladders for Engineers, Engineering Managers, Technologists, Drafters and Designers. These career ladders help each employee to understand what it takes to move to the next level. At Cameron and OneSubsea, we are utilizing a combination of manager and self-nomination for promotions as well as ongoing Succession Planning meetings. Engineering DEVELOPING Development includes all processes to help employees grow: Onboarding, Training, Performance Reviews, Competency Assessments, Development Plans and Learning. Engineering SHARING KNOWLEDGE Engineers at all levels of the ETCL will be expected and incentivized to share knowledge. Experienced engineers and Subject Matter Experts are asked to help, coach and mentor others in the organization. What is Engineering ROADS?
7. 7 Engineering Competency Management Objectives  Provide a structure for competency identification, assessment and development  Shorten time to productivity by providing competency-based training  Grow engineering technical competency to improve performance and increase capacity  Support the advancement of employees  Assure company executives, customers, and regulatory agencies that our employees are competent
8. 8 Selection of Competency Management Software  After investigating options with our existing ERP system (SAP) and talent management software platform (Success Factors), a cloud based System (“Kahuna”), developed by Hula Partners was selected  SaaS Application: Software as a Service application (Subscription based software)  Acts as a single pane of glass for assignment, assessment and tracking of competencies  Accessible globally through our Intranet  Software features –Competency assessment by employee and/ or manager –Customized assignment of competencies –Creation of Development Plans for existing and future roles –Competency reports
9. Agenda • Overview of the Engineering organization • Business objectives around growth and development • Business Challenges • Kahuna Implementation • The Value Recognized  Optimization of the organization  Global competencies  Personal development plans  Knowledge transfer • Summary
10. 10 Organization Overview  5 Divisions – Subsea, Drilling, Surface, V&M and Processing  Total of 5,000 Engineers in over 20 countries  Speaking for OneSubsea  Close to 2,000 Engineers  New Technology  Product Engineering  Systems Engineering
11. Agenda • Overview of the Engineering organization • Business objectives around growth and development • Business Challenges • Kahuna Implementation • The Value Recognized  Optimization of the organization  Global competencies  Personal development plans  Knowledge transfer • Summary
12. 12 Business Objectives – Growth & Development  Collaboration – Between HR & Engineering  Structured Process from Onboarding through to Retirement  Using best in class tools  The right people in the right place at the right time  Product Development – Global Footprint  Project Execution – Project values exceeding $1 billion – Multiple Project Offices – Rapid Mobilization of Teams  Developing our Engineering Function to meet Business Demand  Attraction & Selection  Engagement  Development  Recognition  Retention
13. Agenda • Overview of the Engineering organization • Business objectives around growth and development • Business Challenges • Kahuna Implementation • The Value Recognized  Optimization of the organization  Global competencies  Personal development plans  Knowledge transfer • Summary
14. 14 Business Challenges “We knew our global Manufacturing capacity, but didn’t have the same level of visibility for our personnel”.  Visibility of Personnel by Job Grade & Location  No visibility of competencies  Competencies managed locally  Visibility of Upcoming Projects  Difficult to match the Personnel to a Project  Competence and Mobility  Excellent Suite of Training Material  Not targeted at developing specific competencies  Not efficient in delivery to a targeted audience
15. 15 Business Challenges - Continued  Rapid Growth of our Engineering Organization  Tribal knowledge sharing vs. Process knowledge  Need to train our new team members  Targeted development plans  Core Personnel with a High Level of Knowledge  Needed to capture & institutionalize that knowledge  Share the knowledge Globally, but how?
16. Agenda • Overview of the Engineering organization • Business objectives around growth and development • Business Challenges • Kahuna Implementation • The Value Recognized  Optimization of the organization  Global competencies  Personal development plans  Knowledge transfer • Summary
17. 17 Global Collaboration  Large amount of competencies already developed  Needed to be rationalized and agreed  Came up with core competencies and job specific
18. 18 Development of Competencies – For Who? Engr I Senior Fellow Formalized Training Self-directed Learning (OJT, Learning by Experience) Responsibility for Learning shifts from company to employees Engineering Technical Career Ladder Specific Competencies Core Competencies
19. 19 Development of Competencies – How?  Address Fundamentals of NTD, Product Eng & Sys Eng Brazil, Malaysia, UK, USA Angola, Eqypt, Indonesia, Nigeria, Norway, USA Germany, Norway Malaysia, Norway, UK Brazil, India, UK, USA India, Norway, USA Brazil, Germany, India, Norway Brazil, Norway, USA
20. 20 Development of Competencies – How? Brazil, Malaysia, UK, USA Angola, Eqypt, Indonesia, Nigeria, Norway, USA Germany, Norway Malaysia, Norway, UK Brazil, India, UK, USA India, Norway, USA Brazil, Germany, India, Norway Brazil, Norway, USA  Address Fundamentals  Engineering Tools – 2D, 3D, SAP  Drawings & Info Management  Industry Standards  Pressure Testing  Product Knowledge  Product Design & Development  Safety  Design Reviews  Design Calculations  Lifting  Design For Manufacture  Materials  Welding  Technical Writing
21. 21 Demo Phase  Took core competencies and loaded into Kahuna system  Selected a sample of Engineers and Managers across divisions to conduct a pilot Kahuna Implementation Trial Employee Self Assessment Manager Assessment Development Discussion Employee Creates Development Plan Optimization Phase  Conducted Survey  Listened to VOC  Rationalized the amount of competencies  Enhanced reporting and analytics Work the Development Plan
22. Agenda • Overview of the Engineering organization • Business objectives around growth and development • Business Challenges • Kahuna Implementation • The Value Recognized  Optimization of the organization  Global competencies  Personal development plans  Knowledge transfer • Summary
23. 23 Optimum Organization  How Many  Job Grades  Divisions  Locations  Baseline Competencies  Actual Competencies
24. 24 Global Mobility Global Mobility  Internally marketable competencies  Subsea  Surface  Drilling  Valves & Measurement  Process Systems  Allows Engineers to transfer easily  Africa, Brazil, Germany, India, Norway, Singapore, UK, USA  Builds Manager confidence in the organization  Customer confidence due to our robust process  Significant competitive edge in the labor market – talent attraction and retention
25. 25 Personal Development Plans  A bridge between competency and performance.  Create a tailor made development plan to address competencies & improve performance.  Training can also be tailored.  Targeted training  Efficient delivery  To the right people  At the right time
26. 26 Knowledge Transfer  Mentor program  Efficient exchange of knowledge  Pro-Active approach & sharing of knowledge  Who has it  Who needs it  Where are they  Where do they need to be  Timeline for knowledge transfer
27. Agenda • Overview of the Engineering organization • Business objectives around growth and development • Business Challenges • Kahuna Implementation • The Value Recognized  Optimization of the organization  Global competencies  Personal development plans  Knowledge transfer • Summary
28. 28 Summary  Competency Management has been a significant success at OneSubsea and Cameron  It has:  Allowed us to develop a global picture of our organization and personnel  Provided a platform to manage resources to meet business demands  Provided our engineers with clear visibility of career paths and a way to manage progression towards goals  Allowed engineering and engineers to be globally mobile  Created a competitive advantage for recruitment and retention  Become a platform for pro-active planning of training and knowledge transfer  Become an enabler for further initiatives for personnel and business development
29. 29 Q&A