1. SPE 152542 An Integrated Pathway to Enhance Human Talent Julieta Hasselmeyer, CBM Desarrollo Organizacional y Recursos Humanos Luis Vielma Lobo, SPE, CBM Ingeniería Exploración y Producción

2.  Context  Continuous Human Development Model  Implementation results  Summary  Conclusions OUTLINE

3. CONTEXT Competitive Organizations have a primary challenge regarding human resources: attract, sustain, develop and retain the talent...... Growth and sustainability Emerging technologies Globalization Experienced and talented people aging

4. ¿How management has been handling this situation of generation mixture?... Issue every day more complex Post-War 1928-1945 Maturity Generation X 1966-1976 Pragmatism Baby Boomers 1946-1965 Experience Generation Y 1977-1994 Technology Generation Z 1995-2012 New paradigms ? William J. Schroer, The Social Librarian, Tamara Erickson, Harvard Business School Press, January 2010 CONTEXT Each person with their own background, interests, and drivers

5. CONTINUOUS HUMAN DEVELOPMENT MODEL Implemented in companies Alfa and Beta …experiences has taught the need to migrate from isolated systems to integrated systems…

6. Consolidation and execution of plans Individual development & succession plans Assessment Potentiality evaluation …promotion of leadership and technical talent available within the organization is a must to accomplish business objectives… Individuals and organizational development processes Involves all organization levels Competencies measurement TALENT DEVELOPMENT PROCESS

7. Rewards Performance appraisal Key performance indicators TALENT DEVELOPMENT PROCESS …and rewards systems linked to performance and value added balance the equation… Accountability and recognition processes Involves all organization levels

8. … the system is sustained with clear Human Resource Strategic guidelines supporting the Strategic Business Plan CONTINUOUS HUMAN DEVELOPMENT MODEL  Dynamic and cyclical  Integrated, systemic, systematic vision and delivery  Based on management knowledge  Relay generation assured  Training focus in competencies gaps  Rewards based on value added HR processes:

9. ? ? CONTINUOUS HUMAN DEVELOPMENT MODEL Implemented in companies Alfa and Beta With different results …a couple of examples of living experiences…

10. Differences in design and implementation between companies Alfa and Beta...comparison HR Processes Companies AlfaBeta Strategic HR plan linked to business plan Annual recruitment program Development based on competencies Career and succession planning Reward system linked to performance High management involvement in HR processes Fully developedNot consistent Not developed CONTINUOUS HUMAN DEVELOPMENT MODEL

11. March 2009April 2011 DEVELOPMENT BASED ON COMPETENCIES Results of competencies measurement in Company Alfa Knowledge level desired established is 3.5 Blue dots represent each Multidisciplinary technical team

12. * RKL: Real knowledge level * MET: Multidisciplinary technical team DEVELOPMENT BASED ON COMPETENCIES Results of competencies measurement in Company Alfa Gap reduction between 2009 and 2011: 0.30

13. March 2009April 2011 DEVELOPMENT BASED ON COMPETENCIES Results of competencies measurement in Company Beta Knowledge level desired established is 3.5 Blue dots represent each Multidisciplinary technical team

14. * RKL: Real knowledge level Results of competencies measurement in Company Beta * MET: Multidisciplinary Technical Team DEVELOPMENT BASED ON COMPETENCIES Gap reduction between 2009 and 2011: 0.050

15. DEVELOPMENT BASED ON COMPETENCIES Main actions taken by companies in order to reduce knowledge gaps...comparison Companies Alfa (2009 - 2011) Beta (2009) Individual interviews with each MTT member. Team leaders attended a leadership and team building program. Team leaders attended a contracting process speech. Implementation of individual on the job training program on technical issues and team training on common matters. Implementation of 2 technical conferences for MTT members, 1 FEL training course. Communication from Division manager reinforcing MTT role. Communication from HR manager reinforcing MTT role.

16. Example of an individual development plan implemented en both companies CAREER AND SUCCESSION PLANNING

17. SUMMARY Human Resource talent development is a continuous challenge for any organization. Understand the process as an integrated cycle is of paramount importance. Involvement of high management in the process and link it to the HR strategy and Business Plan, is a must. The experience of Alfa and Beta companies teach us the importance of the management involvement and the consistency of purpose during the HR processes implementation.

18. CONCLUSIONS Implementation must be dynamic, Carry it out with a holistic and integrated vision, Aligned to the Business Plan, preserving the strategic essence, Properly deployed and communicated, Keep transparency and objectivity to gain credibility, Remember that each company has it´s ADN, Directive´s manifest sponsorship and high management involvement guarantees the success. Design and implementation of HR processes needs to follow a continuous integrated approach in order to be successful

19. FINAL REFLECTION Human Resources Development set the pace for organizations sustainability and it has to be a legacy of current management and Directives for the future.

20. Acknowledgements Directives and Managers of both Alfa and Beta companies for supporting this study.