Implementing a Global Learning Strategy- (Avoiding Random Acts of Training)

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1 Implementing a Global Learning Strategy- (Avoiding Random Acts of Training) Terry Lehmann Director - Employee Development Weatherford International Houston, TX

2 Business Drivers Growth of business Double digit increase in revenue targets, demand for workers Eastern Hemisphere growth accelerating Competing for experienced workers Percentage of new recruits growing Challenge to indigenize/globalize workforce Customers are requiring competency assurance evidence Establishing clear standards by job function Tracking training and experience Expertise - assessments of skills and knowledge Attracting, developing, retaining industry talent Industry cycles and age demographics Lack of trained & qualified workers in open market Need to transfer knowledge from expert to novice Improving performance on the job Prepare employees for current and future jobs Decrease time-to-competency for new hires Employees expect more training and career options Resources stretched and being stretched more 1

assessments of skills and knowledge Attracting, developing, retaining industry talent Industry cycles and age demographics Lack of trained & qualified workers in open market Need to transfer

3 5 Key Behaviors One Weatherford 2

4 ONE Weatherford Culture 3

5 Enabling Learning at Weatherford What? How Soon? Shared tools and systems Global Business Units Region Business Units Employee Development Who? When? Where? How? Why? Support! 2001 Baker Hughes All Rights Reserved 4

Business Units Employee Development Who? When? Where?

6 Regional Training Centers Aberdeen Scotland Samara, Russia Fort Worth, TX Houston, TX Hassi Massoud, Veracruz, Mexico Algeria Abu Dhabi Kuala Lumpur Buenos Aires, Argentina 5

7 Learning System Evolution Employee Development Task and information On-the-job focused Train everyone in everything Just-In-Case Training Technical skills are about form, features and functions of products and services Marketing drives the need to know about acquired company products and services Application Training Increase training programs with more details and analysis Multiple levels of training within a product or service line Technical updates delivered electronically Trainers travel to regional locations to teach Competency Assurance introduced Competency Based Approach Career Focused Strategy External Customer Requirements Blended Learning Techniques Structured On-The-Job Training Just-In Time & Just Enough Continuous Learning expected Consistent Global Approach => Preparing the Workforce of the Future 6

training within a product or service line Technical updates delivered electronically Trainers travel to regional locations to teach Competency Assurance introduced Competency Based Approach Career

8 Competency Based Development Coaching and Mentoring (20%) Employee Development System (Learning and Competencies) Assessments Continuous Learning Career Planning Talent Management Succession Plan On-the-Job Experience (70%) Assignments Activities / Projects Performance Management & Learning Plans ILT or CBT Courses (10%) 7

Planning Talent Management Succession Plan On-the-Job Experience (70%)

9 Leadership Development Group Development Programs Other Programs (by Function) Potential & Current Executives Sr. Managers / Directors Potential & Current Managers Executive Leadership Program Executive program focused on Strategic Finances, Operations, Technology, Clients, etc. EDS Strategic Leadership Program Strategic program for Senior Managers focused on Leadership, Strategy, Influencing & Networking, Politics, etc. Management Development Program Management skills program focused on Managing Performance, Resources, and Building Teams to grow and develop our business and our people People Management Skills: - Interviewing Skills - Coaching Skills - Customer Service Awareness - Train the Trainer - Presentation Skills - HR training: - HR for HR professionals - HR for non HR - Sexual Harassment - Employee Discipline - Policies & Compliance - Diversity Training Finances: - BizWiz (Finance Basics) - Managing Financial Performance 2 1 NEO Potential & Current Supervisors Essential Professional Skills Employees 0-2 yrs. Newly Hired Employees Supervisory Development Program Essential skills for supervisors focused on managing people and the use of available resources at WFT. Essential Skills Program Essential professional skills for new employees 2001 Baker Hughes All Rights Reserved New Employee Orientation Sales: - Basic Innovative Sales - Advanced Innovative Sales - Executive Innovative Sales - Other Business Skills: - Strategic Negotiations - Business Ethics/Compliance - Strategic Planning 8 - Project Management

EDS Strategic Leadership Program Strategic program for Senior Managers focused on Leadership, Strategy, Influencing & Networking, Politics, etc.

10 Benefits Summary Consistent training and development worldwide More effective and more efficient training Targeted training (formal and informal) provided at the right time to the right people Improved performance, less errors on the job, shared best practices Better management of training and development investment via focused and evaluated training, and distributed training center strategy Facilitates workforce planning, career and succession planning and job assignments Employee retention and motivation improved Satisfies customer (internal and external) requirements for evidence of employee competence and training 9

investment via focused and evaluated training, and distributed training center strategy Facilitates workforce planning, career and succession planning and

11 Weatherford International Implementing a Global Learning Strategy- (Avoiding Random Acts of Training) Terry Lehmann Director - Employee Development terry.lehmann@weatherford.com 10

COMPANY. Hewlett Packard Company INDUSTRY. Technology/Computer Hardware. www.cornellhrreview.org 2013 Cornell HR Review

COMPANY. Hewlett Packard Company INDUSTRY. Technology/Computer Hardware. www.cornellhrreview.org 2013 Cornell HR Review COMPANY Hewlett Packard Company INDUSTRY Technology/Computer Hardware REVENUE PROFIT MARGIN YEAR $127,245 5.58% 2011 $125,615 6.97% 2010 $114,175 6.71% 2009 FORTUNE (GLOBAL) 500 RANKING 10 2012 11 2011