The oil and gas industry is in the midst of a

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "The oil and gas industry is in the midst of a"

Transcription

1 Workforce Issues Talent Management Challenge in the Oil and Gas Industry Bob Orr and Bridget McVerry The oil and gas industry is in the midst of a period of rapid global expansion. However, will it have the qualified people it needs to support that growth? Recent research by Oliver Wyman (formerly Mercer Management Consulting) indicates that over the next decade, attracting and retaining skilled workers will be one of the biggest risks to industry success. over the next decade, attracting and retaining skilled workers will be one of the biggest risks to industry success. Upstream and midstream business are expected to be the most affected, as large numbers of experienced workers retire and competition for new talent heats up. This is not just an HR issue : Knowledge, not assets, will be the source of future value growth in the sector, and a shortage of well-qualified professionals will constrain the abilities both to grow in scale and to compete in an ever more crowded field. Oliver Wyman s recent global survey on oil and gas employment trends indicates that indi- Bob Orr is a director and head of the Oil and Gas Practice for Oliver Wyman, in Houston. Bridget McVerry is a principal in the firm s Oil and Gas Practice. vidual oil gas companies interviewed as part of that study expect to face significant talent challenges over the next five to ten years. The survey revealed a number of key issues that need to be addressed to improve the future talent outlook. While the aging workforce is a valid and growing issue, particularly in the Western Hemisphere, the more prevalent concern across the global oil and gas industry is the ability to find and retain qualified talent (Exhibit 1). Companies are facing an experience gap, which could significantly impact their ability to compete in the global market. As one independent oil company representative stated, The people are just not there. The ability to find experienced candidates with the skills needed to meet anticipated demand emerged as the top challenge facing the sample group of companies. As one independent oil company representative stated, The people are just not there. Approximately 70 percent of participating companies indicated this challenge as their highest-priority issue a third of all respondents cite this issue as critical to solve. Because the business model of service firms is to offer oil and gas companies a high-quality workforce with specialized industry knowledge, a shortage of experienced workers in the labor market will challenge their ability to deliver value to customers. Attrition and retirement are expected to intensify the demand for experienced resources Wiley Periodicals, Inc. / DOI /gas NATURAL GAS & ELECTRICITY DECEMBER 2007

2 Exhibit 1. Oil and Gas Industry Talent Management: Highest-Priority Challenge Two-thirds of survey participants specifically highlighted attrition among employees with over ten years of tenure as a high-/critical priority issue. Once again, the issue is of greatest concern to service companies, which provided a substantially higher ranking than independents in this category. Company concerns regarding the inadequate supply of experienced talent, coupled with increasing demand, is likely to intensify the current level of competition for workers. As a result, companies feel increased pressure to retain their experienced employees. The importance of retention is reflected in the survey results. However, the industry is beginning to realize that traditional approaches to retention are not enough. While developing a strong corporate culture and work environment are important, additional professional opportunities and financial rewards are expected to be a more successful strategy for retaining experienced talent. Competitive compensation is widely recognized as a foundation for retention. In the current growth environment, there are a number of lucrative opportunities available to experienced workers. As competitive offers are increasing, according to the representative of one national oil company (NOC), so are the opportunities for employees to change their employer. Although most companies do not aspire to be the highest payer in the market, most recognize the necessity to offer a competitive package to their current and potential employees. Although most companies do not aspire to be the highest payer in the market, most recognize the necessity to offer a competitive package. However, it is becoming clear that compensation alone is not a sustainable solution to retain talent. Instead, the importance of providing clear and challenging career opportunities is beginning to emerge as a higher priority. Over 85 percent of survey respondents cited providing opportunities for career progression and personal development as a high-/ critical priority issue to address. Exhibit 2 shows a number of such strategies that companies are employing to address the issues. The survey results indicate that too many companies have yet to realize the scope of the problem. For example, when addressing regional talent gaps, oil and gas companies tend to focus on internal solutions. However, this approach will not be sustainable in the long term, and DECEMBER 2007 NATURAL GAS & ELECTRICITY DOI /gas / 2007 Wiley Periodicals, Inc. 19

3 Exhibit 2. Strategies Organizations Will Employ to Address Regional Talent Shortages Wiley Periodicals, Inc. / DOI /gas NATURAL GAS & ELECTRICITY DECEMBER 2007

4 Exhibit 3. Expected Talent Gaps strategies focused on developing local pools of talent are expected to have the greatest impact. Rather than current piecemeal approaches, what will be needed to address this challenge effectively is an integrated, top-down talent management strategy that ensures that a company can maintain and grow its workforce in line with its long-term business goals. WHERE HAS ALL THE TALENT GONE? The pressures to find and hold on to qualified people are expected to intensify as the oil and gas industry expands over the next decade. Exhibit 3 shows the percentage losses expected, by skill area. The looming talent challenge is the result of a number of different, colliding factors. hit by this loss of experienced workers. See Exhibit Fewer experienced candidates. Competition is increasing for an insufficient supply of experienced workers. Integration across the value chain is driving the need for more Exhibit 4. Average Age Distribution 1. An aging workforce. The average oil and gas industry workers across the value chain are in their mid-40s, with more than a third expected to retire by Companies in more mature geographies, such as North America and Europe, will be especially hard DECEMBER 2007 NATURAL GAS & ELECTRICITY DOI /gas / 2007 Wiley Periodicals, Inc. 21

5 specialized (and, hence, scarcer) skill sets. Other trends contributing to this shortage include the slashing of industry workforces two decades ago, the replacement of tenured employees with entry-level workers, and training reductions due to operating margin pressures. 3. Industry globalization. NOCs are expanding operations into new geographies, while the international oil companies are looking to build local workforces and rely less on flown-in talent. In many countries, however, fewer people have the requisite skills; thus, those that do are highly sought after. 4. Difficulty attracting entry-level talent. Although there is expected to be an adequate supply of entry-level workers with basic skills and knowledge, these workers have many employment options both inside and outside the energy space. Harsh, remote exploration and production (E&P) locations and oil and gas industry reputation also have an impact on attracting new talent. WANTED: TOP-DOWN TALENT MANAGEMENT There are some positive trends in terms of talent availability an increase in college graduates with usable skill sets, a move toward localized workforces, and the use of creative retirement strategies to keep experienced workers in place. However, most oil and gas companies do not appear to be well positioned to take advantage of these trends. They are still focused on the scramble for a small pool of top candidates (or, in the case of NOCs, on hire and hold for an employee s professional lifetime), and have yet to develop broader and more innovative approaches to sourcing workers. Most oil and gas companies are still focused on the scramble for a small pool of top candidates. Most important, most oil and gas companies lack an integrated talent management strategy that simultaneously focuses at a high level on attracting, developing, and retaining employees with the knowledge and capabilities required for success. Exhibit 5 offers one such approach. Source and Recruit Oil and gas companies must get ahead of the curve in terms of knowing what their talent needs will be tomorrow and developing an overall approach to sourcing. This starts with an assessment of operational plans, growth targets, and the existing workforce to identify potential Exhibit 5. Key Levers in Talent Management Wiley Periodicals, Inc. / DOI /gas NATURAL GAS & ELECTRICITY DECEMBER 2007

6 Exhibit 6. Oliver Wyman Talent Management Strategy Approach gaps. Developing new, nontraditional talent pools to address evolving needs is the next critical piece of the puzzle, as competition for candidates intensifies. To get prospects in the door, the company will need to ensure that its brand image helps differentiate it and will appeal to candidates values. Finally, a structured recruiting process must be developed that assesses candidates from the perspective of capabilities, knowledge, and cultural fit. Develop and Manage Knowledge transfer and investment in staff training and development will be essential to long-term business success, particularly if a company recruits talent with more generalized skills or from other industries. Structured programs should be put in place to ensure knowledge transfer from older, more experienced employees to newer employees. In some cases, a mentoring or journeyman approach may be useful for developing very specialized skills. High-quality employees also value formal career management and leadership development opportunities. Challenging roles and career path opportunities can help retain the best employees, while there is certainly a competitive advantage to be had from proactively building a company s next generation of leaders. Reward and Retain Competition for talent and the proliferation of other opportunities increase the importance of a well-defined plan for retention and employee recognition. Failure to invest in retention also can lead to a prohibitively expensive cycle of recruitment and training, not to mention jeopardizing a company s performance. Retention plans should be targeted based on the demographics of the talent pool, with specific efforts focused on retaining workers nearing retirement age. Also important are benefits programs that enhance a company s reputation for taking care of its own. OLIVER WYMAN S APPROACH TO TALENT MANAGEMENT In the face of the coming talent crisis, all oil and gas companies will likely need to adjust their talent management strategies to support shifting business requirements and counteract increased competition for their most valuable employees. Through recent work for energy companies, Oliver Wyman has developed an approach to assessing current talent management efforts, identifying gaps and opportunities, and developing integrated action plans that is results-oriented and that can be aligned with each company s unique structure and longterm goals. Wyman s approach is shown graphically in Exhibit 6. If you would be interested in discussing Oliver Wyman s perspectives on talent management challenges in the oil and gas industry, please contact one of the authors of this article. DECEMBER 2007 NATURAL GAS & ELECTRICITY DOI /gas / 2007 Wiley Periodicals, Inc. 23

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

How Insurance Companies Can Beat the Talent Crisis

How Insurance Companies Can Beat the Talent Crisis Financial Services How Insurance Companies Can Beat the Talent Crisis Staying competitive through integrated talent management How Insurance Companies Can Beat the Talent Crisis Staying competitive through

More information

Global Talent Management and Rewards Study

Global Talent Management and Rewards Study Global Talent Management and Rewards Study At a Glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organizations around the globe.

More information

Succession Management/Planning Talent Management

Succession Management/Planning Talent Management Succession Management/Planning Talent Management Objectives Upon completing this workshop you will be able to: Utilize a basic framework for building a comprehensive succession plan. Understand the need

More information

Branding the Government As An Employer of Choice

Branding the Government As An Employer of Choice Branding the Government As An Employer of Choice By Neil Reichenberg, IPMA-HR Executive Director If governments are both to compete successfully for talented applicants and retain high performing employees,

More information

Strategic human resource management toolkit

Strategic human resource management toolkit 19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement

More information

Rethinking Human Resources in a Changing World

Rethinking Human Resources in a Changing World Rethinking Human Resources in a Changing World Executive summary kpmg.com KPMG INTERNATIONAL 02 Rethinking Human Resources in a Changing World The value of the Human Resources (HR) function elicits sharply

More information

CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11. Three Hot Trends in Recruiting and Retaining Sales Talent

CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11. Three Hot Trends in Recruiting and Retaining Sales Talent CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11 Three Hot Trends in Recruiting and Retaining Sales Talent The Miller Heiman Sales Performance Journal, Volume 2, Issue 11 Copyright 2007 by Miller Heiman,

More information

DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework

DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland

More information

HR and Recruiting Statistics for 2016 A STATISTICAL REFERENCE GUIDE FOR SAVVY RECRUITERS

HR and Recruiting Statistics for 2016 A STATISTICAL REFERENCE GUIDE FOR SAVVY RECRUITERS 50 HR and Recruiting Statistics for 2016 A STATISTICAL REFERENCE GUIDE FOR SAVVY RECRUITERS Introduction With more access to information than ever before, job seekers are now carefully considering their

More information

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC

More information

Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning

Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning Allen Kriete Vice President, Healthcare Services; TEKsystems Sanja Licina Senior Director, Talent Intelligence and Consulting;

More information

Succession and Progression A Relay Race

Succession and Progression A Relay Race Succession and Progression A Relay Race Some compare an orderly company succession and progression plan to a relay race. In Canada s property and casualty insurance industry, a challenging labour market

More information

7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE

7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE 7 DRIVERS FOR BUILDING EMPLOYEE ENGAGEMENT: FROM HIRE TO RETIRE Insights from Ceridian s 4th Annual Pulse of Talent Survey EXECUTIVE SUMMARY The insights provided by more than 800 working Canadians show

More information

2015 WAS A MIXED YEAR FOR THE INDONE- SIAN RECRUITMENT MARKET.

2015 WAS A MIXED YEAR FOR THE INDONE- SIAN RECRUITMENT MARKET. Indonesia 2015 WAS A MIXED YEAR FOR THE INDONE- SIAN RECRUITMENT MARKET. A slowdown in growth, political challenges, a continuing failure to address critical infrastructure issues and a declining rupiah

More information

Critical Skills Needs and Resources for the Changing Workforce. Keeping Skills Competitive

Critical Skills Needs and Resources for the Changing Workforce. Keeping Skills Competitive A study by the Society for Human Resource Management and WSJ.com/ Careers Critical Skills Needs and Resources for the Changing Workforce Keeping Skills Competitive Critical Skills Needs and Resources for

More information

2009 Talent Management Factbook

2009 Talent Management Factbook 2009 Talent Management Factbook Executive Summary Karen O Leonard Principal Analyst May 2009 BERSIN & ASSOCIATES RESEARCH REPORT V.2.0 2009 Talent Management Factbook: Executive Summary i The Bersin &

More information

retail & sourcing 08/09 Salary & Employment Forecast

retail & sourcing 08/09 Salary & Employment Forecast retail & sourcing 08/09 Salary & Employment Forecast welcome Welcome to the 008/009 Michael Page Retail & Sourcing Salary & Employment Forecast for Greater China. Michael Page International is a world-leading

More information

6. Chief human resources officer

6. Chief human resources officer 6. Chief human resources officer A Chief Human Resources Officer (CHRO) is a corporate officer who oversees all human resource management and industrial relations operations for an organization. Similar

More information

Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey

Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companies

More information

HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are

HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Where HR Divisions should be. Where most HR Divisions are HUMAN RESOURCES IN PUBLIC EDUCATION Where are we? Where should we be? Human Capital Management Human Resources Department Personnel Department Levers: Differentiated Pay Career Ladders Distribution of

More information

Creating a Competitive Advantage Through Your Workforce

Creating a Competitive Advantage Through Your Workforce Creating a Competitive Advantage Through Your Workforce Lloyd G. Kirchner President and CEO (BSME Rice 85) Commonwealth Engineering Full-service engineering, procurement, and construction management (EPCM)

More information

Shifting the Paradigm of Succession Planning

Shifting the Paradigm of Succession Planning Shifting the Paradigm of Succession Planning Linda Callecod, Principle and Sr. Consultant; Seraphim Consulting and Training Solutions One of the very first principles I learned as a developing executive

More information

Career Management. Making It Work for Employees and Employers

Career Management. Making It Work for Employees and Employers Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,

More information

UNC Leadership Survey 2014: How to Accelerate Leadership Development

UNC Leadership Survey 2014: How to Accelerate Leadership Development UNC Leadership Survey 2014: How to Accelerate Leadership Development By: UNC Executive Development & Human Capital Institute Website: www.execdev.unc.edu Phone: 1.800.862.3932 Email: unc_exec@unc.edu Executive

More information

PI WorldWIde recruitment and retention trends survey Q2 2015

PI WorldWIde recruitment and retention trends survey Q2 2015 PI Worldwide Recruitment and Retention Trends Survey Q2 2015 Respondent Details Industries Variety of industries, with the majority of respondents from Business Support and Logistics, Education, Finance

More information

SUCCESSION PLANNING 15 TH SACCA LESOTHO CONFERENCE

SUCCESSION PLANNING 15 TH SACCA LESOTHO CONFERENCE SUCCESSION PLANNING 15 TH SACCA CONFERENCE LESOTHO 29 31 OCT. 2014 OUTLINE What is Succession Planning? Why is succession planning important? Benefits of Succession Planning Why Succession Planning for

More information

PROJECT MANAGEMENT SALARY SURVEY 2014

PROJECT MANAGEMENT SALARY SURVEY 2014 ESI INTERNATIONAL ASIA PACIFIC PROJECT MANAGEMENT SALARY SURVEY 2014 An ESI International study SURVEY OBJECTIVES The inaugural Asia Pacific project management salary survey conducted by ESI International

More information

Global Talent Management and Rewards Study

Global Talent Management and Rewards Study Global Talent Management and Rewards Study At a glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organisations around the globe.

More information

Workforce Planning Toolkit. Competencies Overview

Workforce Planning Toolkit. Competencies Overview Workforce Planning Toolkit Competencies Overview 2015 Table of Contents 3 Introduction 4 The Value of Competencies 5 How to Use This Tool 6 How Competencies Help Supervisors 7 How Competencies Help Employees

More information

The New War for Talent in Analytics and Marketing Services

The New War for Talent in Analytics and Marketing Services The New War for Talent in Analytics and Marketing Services The analytics and marketing services sector is experiencing explosive growth. Influenced by major trends such as big data, digital and data-centric

More information

It s not just a talent gap it s a gender gap

It s not just a talent gap it s a gender gap It s not just a talent gap it s a gender gap The global focus on attracting more women into the oil and gas industry is not just about creating a more diverse workforce, it is of vital importance if we

More information

Improve Sales Performance

Improve Sales Performance Improve Performance by Investing In Talent Management Competitive compensation programs have their place in motivating sales teams, but not all sales force performance problems can be solved with money.

More information

The Talent Management Framework

The Talent Management Framework The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The

More information

planning for success.

planning for success. planning for success. how a succession plan can help your business retain knowledge & grow leaders. move up in the world. planning for success: how a succession plan can help your business retain knowledge

More information

Human Resource Strategic Plan

Human Resource Strategic Plan Human Resource Strategic Plan (Condensed Version) A dynamic and diverse workforce of highly skilled people working together to deliver excellent service to the community of Winnipeg Vision A dynamic and

More information

The Future of HR in Europe Key Challenges Through 2015

The Future of HR in Europe Key Challenges Through 2015 The Future of HR in Europe Key Challenges Through 2015 The Future of HR in Europe 1 Executive Summary Companies in Europe will face five particularly critical HR challenges in the near future: managing

More information

January 2014 Preliminary survey report: the skill needs of major Canadian employers

January 2014 Preliminary survey report: the skill needs of major Canadian employers Preliminary survey report: the skill needs of major Canadian employers Preliminary survey report: the skill needs of major Canadian employers About the Initiative This document is one of a series of reports

More information

A View into the Global Workforce Study

A View into the Global Workforce Study A View into the Global Workforce Study Global Trends and Canadian Results October 2012 2012 Towers Watson. All rights reserved. Discussion Outline The 2012 Global Workforce Study Overview and objectives

More information

Case Study. We are growing quickly, and Saba is key to that successful growth.

Case Study. We are growing quickly, and Saba is key to that successful growth. Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.

More information

WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS

WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS WE HELP COMPANIES IDENTIFY, SELECT & DEVELOP EXCEPTIONAL LEADERS, MANAGERS & TEAMS HR Solutions & Services www.ajyal-hr.com RECRUITMENT Talent is the single most important item on the minds of CEO s today.

More information

The most recent report from the Bureau of Labor

The most recent report from the Bureau of Labor Why Succession Planning and Talent Management Fail and What To Do About It By Alan C. Lindsay An Overview The most recent report from the Bureau of Labor Statistics (BLS) projects interesting changes in

More information

2015 Trends & Insights

2015 Trends & Insights Asia Pacific Mobility The Asia Pacific Mobility Brookfield Global Relocation Services Trends & Insights report is reflective of the global economy which is strongly tied with the economic realities of

More information

USHCA POWER METRICS. Urban Schools Human Capital Academy Power Metrics Tool URBAN SCHOOLS HUMAN CAPITAL ACADEMY. Best People Best Results

USHCA POWER METRICS. Urban Schools Human Capital Academy Power Metrics Tool URBAN SCHOOLS HUMAN CAPITAL ACADEMY. Best People Best Results POWER METRICS USHCA Why did USHCA create Power Metrics? The USHCA s Assess, Breakthrough, and Change (ABC) Tools for teachers and principals represent powerful HR/HC assessments that measure 56 components

More information

Supply Chain Talent: The Missing Link?

Supply Chain Talent: The Missing Link? Supply Chain Talent: The Missing Link? 11/8/2012 By Lora Cecere Founder and CEO Supply Chain Insights LLC Contents Research... 2 Research Methodology and Overview... 2 Executive Overview... 3 The State

More information

SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA

SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA Introduction» Business continuity refers to the SACCO s ability to ensure that qualified employees are

More information

SPE Strategic Plan 2013-2017 APPROVED BY THE SPE BOARD OF DIRECTORS

SPE Strategic Plan 2013-2017 APPROVED BY THE SPE BOARD OF DIRECTORS SPE Strategic Plan 2013-2017 APPROVED BY THE SPE BOARD OF DIRECTORS MARCH 2013 TABLE OF CONTENTS Introduction... 3 Strategic Framework... 5 Strategic Priorities... 6 Appendix A: Strategic Planning Steering

More information

THE EMPLOYER OF CHOICE. The Strategic Way to Attract, Engage and Retain Talent in Your Community

THE EMPLOYER OF CHOICE. The Strategic Way to Attract, Engage and Retain Talent in Your Community THE EMPLOYER OF CHOICE The Strategic Way to Attract, Engage and Retain Talent in Your Community OUR APPROACH OUR APPROACH Phases of Research: Phase 1: Secondary research Phase 2: Survey CEOs and HR Leaders

More information

Mark Angott Angott Search Group

Mark Angott Angott Search Group Mark Angott Angott Search Group 1. Define Succession Planning 2. What are the key steps of Succession Planning? 3. How to implement a plan at your organization & tools that you can take with you 4. What

More information

HIGH IMPACT RECRUITING HIRE HIGHLY ENGAGED EMPLOYEES SMART & STRATEGIC WAYS TO. High Impact Talent Management

HIGH IMPACT RECRUITING HIRE HIGHLY ENGAGED EMPLOYEES SMART & STRATEGIC WAYS TO. High Impact Talent Management HIGH IMPACT RECRUITING 5 SMART & STRATEGIC WAYS TO HIRE HIGHLY ENGAGED EMPLOYEES High Impact Talent Management The new economy has created a new set of rules for Recruiting. There is mounting pressure

More information

Talent Management & Succession Planning. Finding, Developing and Selecting the Next Generation of Leaders in Public Service

Talent Management & Succession Planning. Finding, Developing and Selecting the Next Generation of Leaders in Public Service Talent Management & Succession Planning Finding, Developing and Selecting the Next Generation of Leaders in Public Service Contents Executive Talent Management is Critical Challenges and Keys to success

More information

Succession Planning. Passing The Torch To Our Future Leaders. Gary Milewski Perkins+Will, Inc

Succession Planning. Passing The Torch To Our Future Leaders. Gary Milewski Perkins+Will, Inc Succession Planning Passing The Torch To Our Future Leaders Gary Milewski Perkins+Will, Inc There are two kinds of people in organizations: Those with 20 years experience and those with one year experience

More information

The Ripple Effect of Baby Boomer Retirements

The Ripple Effect of Baby Boomer Retirements The Ripple Effect of Baby Boomer Retirements By Neil E. Reichenberg According to the Pew Research Center, approximately 10,000 Americans per day will turn 65 between 2011 and 2030. These baby boomers comprise

More information

Managing Talent in the Flat World

Managing Talent in the Flat World Managing Talent in the Flat World An Infosys Perspective As Practitioner & Consultant Nandish Patil Background In the globalized business environment, historical sources of advantage have diminished in

More information

Workforce Planning in Oil & Gas

Workforce Planning in Oil & Gas OIL & GAS TALENT OUTLOOK Mercer s Energy Vertical Workforce Planning in Oil & Gas 29 October 2013 Kuala Lumpur Convention Centre Jay Doherty Partner and co-founder Mercer Workforce Sciences Institute Oil

More information

When Engaging the Right Talent, One Size Does Not Fit All

When Engaging the Right Talent, One Size Does Not Fit All When Engaging the Right Talent, One Size Does Not Fit All Candidate Preferences in Job Search and Interview Practices This is the first in a five-part series from ManpowerGroup Solutions analyzing the

More information

Trends in Global Employee Engagement

Trends in Global Employee Engagement Consulting Talent & Organization Trends in Global Employee Engagement Trends in Global Employee Engagement Contents 3 4 5 6 7 8 9 10 14 15 Executive Summary Trends in Global Employee Engagement Employee

More information

A Look into the Future. Technical ProSource s 2016 Hiring Guide

A Look into the Future. Technical ProSource s 2016 Hiring Guide A Look into the Future Technical ProSource s 2016 Hiring Guide The future depends on what we do in the present. Mahatma Gandhi Welcome to Technical ProSource's 2016 Hiring Guide. The enclosed employment

More information

STRATEGIC WORKFORCE PLANNING CASE STUDIES

STRATEGIC WORKFORCE PLANNING CASE STUDIES STRATEGIC WORKFORCE PLANNING CASE STUDIES WORKFORCE PLANNING PROJECT EXPERIENCE We have performed a wide range of workforce planning projects including (but not limited to) workforce planning process design

More information

HIRING THE BEST IN 2016

HIRING THE BEST IN 2016 Germany Düsseldorf Frankfurt OVERALL, THE GERMAN JOBS MARKET WAS BUOYANT IN 2015. A HEALTHY ECONOMY LED TO STRONG LEVELS OF JOB CREATION AND A GROWING SHORTAGE OF SKILLS. THIS TREND IS LIKELY TO CONTINUE

More information

SUCCESSION PLANNING AND MANAGEMENT GUIDE

SUCCESSION PLANNING AND MANAGEMENT GUIDE SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland

More information

ecruiting, Retaining & Rewarding Your Supply Chain Workforce

ecruiting, Retaining & Rewarding Your Supply Chain Workforce R ecruiting, Retaining & Rewarding Your Supply Chain Workforce Management Strategies for a Changing Labor Landscape TZA Labor Performance Series Having a Lean workforce has a downside as the economy moves

More information

Strategic Recruiting Where are the dental employees we need? by Ronald F. Arndt, DDS, MBA, MAGD

Strategic Recruiting Where are the dental employees we need? by Ronald F. Arndt, DDS, MBA, MAGD Ronald F. Arndt, DDS, MBA, MAGD Solutions 4 Business Voice: 440.748.6161 Fax: 866-355-1212 Email: DrRon@DrArndt.com Web: www.drarndt.com Strategic Recruiting Where are the dental employees we need? by

More information

7/8/2016. Leading Practices for Succession Planning In Government

7/8/2016. Leading Practices for Succession Planning In Government Leading Practices for Succession Planning In Government Steven Lozano Assistant Director, Strategic Issues Team Government Accountability Office July 17, 2016 Note: The views herein are those of the presenter

More information

Helping employers create lasting employee relationships

Helping employers create lasting employee relationships KELLY SERVICES PRESENTS Insight for human resource and staffing professionals THE KELLY INTELLIGENCE REPORT Helping employers create lasting employee relationships Six Strategies for Effective On-boarding

More information

Employee Benefit Trends Study Australia

Employee Benefit Trends Study Australia Employee Benefit Trends Study Australia The easy and effective way to differentiate your business Contents About us 1 Global expertise 1 1. Latest trends in employee benefits 2 2. Key issues 3 3. The rest

More information

A HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY

A HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY A HOLISTIC VIEW OF TALENT How to enhance recruiting by building a talent supply chain. JOHN HEALY CONTENTS p3 p4 p6 Introduction The problems with forecasts Accessing just-in-time talent p10 Beware the

More information

A Look into the Future. Digital People s 2016 Hiring Guide

A Look into the Future. Digital People s 2016 Hiring Guide A Look into the Future Digital People s 2016 Hiring Guide The future depends on what we do in the present. Mahatma Gandhi Welcome to Digital People s 2016 Hiring Guide. The enclosed employment tips, compensation

More information

2015 Healthcare. Recruiting Trends Survey. Key Findings. Contents. About this Survey. n Key Findings. n The Healthcare Employment Landscape

2015 Healthcare. Recruiting Trends Survey. Key Findings. Contents. About this Survey. n Key Findings. n The Healthcare Employment Landscape 2015 Healthcare Recruiting Trends Survey Contents n Key Findings n The Healthcare Employment Landscape n Recruiting Challenges n Recruiting Tools & Strategies n Conclusion About this Survey HEALTHeCAREERS

More information

5 essential strategies the top human resource professionals use every day

5 essential strategies the top human resource professionals use every day 5 essential strategies the top human resource professionals use every day Smart talent decisions that make a big difference in recruiting, retention, and compliance on campus An ebook for chief human resource

More information

Workforce Planning Benefits

Workforce Planning Benefits Workforce Planning Benefits Seven Ways Workforce Planning Can Help Your Organization While surveys show that upwards of 90-percent of companies aren t getting the results they expected from a talent management

More information

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Oil & Gas workforce segments at risk of attrition Operating company segments Production/operations

More information

REE Position Management and Workforce/Succession Planning Checklist

REE Position Management and Workforce/Succession Planning Checklist Appendix A REE Position Management and Workforce/Succession Planning Checklist Agency: Division /Office: Position Number: Date: Supervisor: Vacancy Announcement (if Recruit): Position Title/Series/Grade:

More information

ecruiting, Retaining & Rewarding Your Supply Chain Workforce

ecruiting, Retaining & Rewarding Your Supply Chain Workforce R ecruiting, Retaining & Rewarding Your Supply Chain Workforce Management Strategies for a Changing Labor Landscape TZA Labor Performance Series Meeting the Challenges of Attracting and Retaining a Skilled

More information

Workforce Analytics The Missing Link in Business Intelligence

Workforce Analytics The Missing Link in Business Intelligence Workforce Analytics The Missing Link in Business Intelligence Data A Double-edged Sword Today s business leaders face many challenges that require access to and the understanding of analytics throughout

More information

Numbers behind HR. Benchmarking. Workforce analytics

Numbers behind HR. Benchmarking. Workforce analytics Numbers behind HR Benchmarking 7 8 Workforce analytics 8 Workforce Analytics For several years, organizations have focused on the tactical information HR needs, and they ve used technology to drive it.

More information

hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1

hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1 hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1 MAURA DYER 15 YEARS Online Senior Director of Talent Acquisition, Rogers Facilitating the recruitment, engagement, and development of top talent

More information

Women in Engineering. Industry Blueprint of Successful In-House Professional Women s Programs - Supplemental

Women in Engineering. Industry Blueprint of Successful In-House Professional Women s Programs - Supplemental Women in Engineering Industry Blueprint of Successful In-House Professional Women s Programs - Supplemental Introduction Creating a Business Case for an In-House Professional Women s Program In 2012, Engineers

More information

Talent Management: A Critical Review

Talent Management: A Critical Review IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 16, Issue 9.Ver. I (Sep. 2014), PP 50-54 Talent Management: A Critical Review Prathigadapa Sireesha, Leela

More information

Talent management in manufacturing: The need for a fresh approach

Talent management in manufacturing: The need for a fresh approach Talent management in manufacturing: The need for a fresh approach http://www.pwc.com/industrialmanufacturing Contents 3 3 4 The megatrend effect on the growing skills gap Advances in technology Shifts

More information

Planning ToolkiT By the IT Succession and Workforce Planning Committee May 22, 2007

Planning ToolkiT By the IT Succession and Workforce Planning Committee May 22, 2007 Planning Toolkit By the IT Succession and Workforce Planning Committee May 22, 2007 Toolkit contents Welcome Letter 1 Frequently Asked Questions 3 Appendices Appendix A Template Succession Management

More information

IT Talent, Decoded - Key Points from the Webcast The Wrap

IT Talent, Decoded - Key Points from the Webcast The Wrap IT Talent, Decoded - Key Points from the Webcast The Wrap One of the most important concerns of IT leaders in companies of all sizes is attracting and retaining highly qualified people for key technology

More information

Recruitment Process Outsourcing:

Recruitment Process Outsourcing: Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify

More information

Benefits of the APMP Professional Certification Program to Organizations & Individuals

Benefits of the APMP Professional Certification Program to Organizations & Individuals Benefits of the APMP Professional Certification Program to Organizations & Individuals Table of Contents TABLE OF CONTENTS... 2 INTRODUCTION... 4 THE PROFESSIONAL Certification PROCESS... 5 THE BENEFITS

More information

Workforce Planning Toolkit

Workforce Planning Toolkit Workforce Planning Toolkit A Guide To Developing Your Agency s Succession Plan 2007 NASPE SUCCESSION PLANNING IN A MERIT SYSTEM Introduction The nation s estimated 78 million baby boomers began turning

More information

The attraction, retention and advancement of women leaders:

The attraction, retention and advancement of women leaders: The attraction, retention and advancement of women leaders: Strategies for organizational sustainability BUSINESS CASE 1 Table of Contents Introduction Business Case 1 Barriers and Success Factors Overview

More information

The State of Psychometric Assessments in India

The State of Psychometric Assessments in India The State of Psychometric Assessments in India India s stature in the global economic landscape is evidently on the rise. It is also equally evident that the next wave of growth will be driven by technology

More information

WHITE PAPER WHY CORPORATE MENTORING? FIVE BENEFITS OF A WORKPLACE MENTORING PROGRAM

WHITE PAPER WHY CORPORATE MENTORING? FIVE BENEFITS OF A WORKPLACE MENTORING PROGRAM WHITE PAPER WHY CORPORATE MENTORING? FIVE OF A WORKPLACE MENTORING PROGRAM Successful companies large and small use mentoring to tackle complex human resource challenges such as increasing employee retention

More information

Strategy and Measurement; talent data and analytics Paul Turner

Strategy and Measurement; talent data and analytics Paul Turner Strategy and Measurement; talent data and analytics Paul Turner Text Professor Paul Turner Paul Turner has held professorial positions at Universities in Birmingham, Cambridge and Nottingham, where he

More information

TALENT MANAGEMENT SOLUTIONS TO THE CRA SHORTAGE: Investing in a Global Talent Pool

TALENT MANAGEMENT SOLUTIONS TO THE CRA SHORTAGE: Investing in a Global Talent Pool TALENT MANAGEMENT SOLUTIONS TO THE CRA SHORTAGE: Investing in a Global Talent Pool inventivhealth.com/clinical Over the past few years, the field of clinical research has been hampered by a shortage of

More information

Supply Chain Talent: A Broken Link in the Supply Chain

Supply Chain Talent: A Broken Link in the Supply Chain Supply Chain Talent: A Broken Link in the Supply Chain Five Proven Strategies to Close the Gaps 8/19/2014 By Lora Cecere Founder and CEO Supply Chain Insights LLC Contents Disclosure Research Research

More information

National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016

National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 September 30, 2011 Strategic Human Capital Plan National Transportation Safety Board Fiscal Years 2011 through 2016 Prepared

More information

Is business ready to grow? How human capital and talent technology are influencing global business

Is business ready to grow? How human capital and talent technology are influencing global business Is business ready to grow? How human capital and talent technology are influencing global business Unified Human Capital Management and Talent Technology Survey Report August 2011 Contents 1 Key findings

More information

January 2014. City of Brantford Human Resources Master Plan

January 2014. City of Brantford Human Resources Master Plan January 2014 City of Brantford Human Resources Master Plan The roadmap below represents approximate timing associated with implementation of key initiatives and activities over the life of the plan Time

More information

HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT. A Guide to Integration and Alignment

HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT. A Guide to Integration and Alignment HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT A Guide to Integration and Alignment HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008

More information

HR Trends & Priorities for 2012. McLean & Company 1

HR Trends & Priorities for 2012. McLean & Company 1 HR Trends & Priorities for 2012 McLean & Company 1 Executive Summary McLean & Company fielded its 2012 HR Priorities Survey with both HR and business respondents. Of the seven main areas in HR, Leadership

More information

Acquisition and retention in the war for talent kelly Global workforce index. c o u nt

Acquisition and retention in the war for talent kelly Global workforce index. c o u nt Acquisition and retention in the war for talent 168, 0 kelly Global workforce index people 00 30 ie s 2012 l i r p se: a a e l re c o u nt r the modern workforce acquisition and retention in the war for

More information

Association of Executive Search Consultants The Worldwide Association for Retained Executive Search Consulting Firms

Association of Executive Search Consultants The Worldwide Association for Retained Executive Search Consulting Firms Association of Executive Search Consultants The Worldwide Association for Retained Executive Search Consulting Firms 2009 AESC Executive Recruiting and Talent Management Report The Association of Executive

More information

The Challenges in the Oil and Gas Industry through the HR Lens

The Challenges in the Oil and Gas Industry through the HR Lens The Challenges in the Oil and Gas Industry through the HR Lens Darwin, Australia 19 July, 2012 Presenter: Philip Askew Vice President, Australasia 0 By 2015, E&P industry will have achieved its crew change

More information