Overview

A recent Harvard Business Review had on its cover “Is it time to Blow Up HR”. In the journal it indicated many organisations are questioning the value that HR is contributing to their organisations. It seems that most of these questionable HR organisations spend their time in administrative and compliance related activities or in outdated HR practices from decades past. The research is clear that if HR is going to be part of the C3 of the future (CEO, CFO and CHRO) then it needs to bring a particular set of capabilities and value to the table. CEOs know that businesses do not create value; people do. In order for Human Resources Leaders to be a player at the table creating value to the C3 and the organisation, it needs to:

(1) Set the people agenda – like any other function, HR must show why the issues it addresses matter to the business and that
it has sensible ways to manage them.

(2) Focus on here and now – it needs to focus on issues that are here and now for the business, not get bogged down in
administrative tasks or be in a position that they don’t understand the business.

(3) Predict Outcomes – HR needs not only a deep understanding of the work place issues but more importantly it needs to
bring first rate analytics to help their organisations make sense of their employee data and get the most out of their human
capital. They need to be able to predict outcomes and performance of their organizations based on their knowledge of
culture and human capital and its fit with the work of the organisation.

(4) Diagnosing Problems – HR needs to be in a position to pinpoint precisely why an organization might not be performing
well or meeting its goals.

(5) Prescribing actions to add value – HR needs to be prepared to recommend actions that will unlock or create value
through the reallocation of human capital or redesigning and aligning the organizations structures and systems in the
organisation.

(6) Highlight financial benefits – HR needs to move from being seen as a cost center by the business where the goal is always
cut, cut, cut. Being able to quantify costs and benefits (ROI) turns talent and organisational design choices decisions into
business decisions.

New HR Strategies for Oil & Gas provides frameworks and tools for HR professionals in build and or increase capabilities in these six critical areas detailed above. Although these capabilities are beneficial in HR in all industries this workshop is targeted at companies in the Oil & Gas Industry. A phrase coined many years ago states that organisations are perfectly designed to get the results that they get. Therefore challenging times call for new thinking for HR in Oil & Gas. If you could choose one workshop that would make a significant difference in positioning your HR organization to create greater value for your organisation this is that workshop.

Who Should Attend

This workshop is designed for job titles of relevant Organisational Leaders in HR & their business partners including:
• Leaders charged with the responsibility for HR including human capital strategies to create a competitive advantage
for their organisation.

• In HR these are generally your CHRO (Chief Human Resource Officer), CPO (Chief People Officer), VP of HR, CLO (Chief
Learning Officer), CKO (Chief Knowledge Officer), L&OD (Learning & Organisation Development), Compensation &
Benefits VPs, Directors, Managers and professionals.

• Ideally organisational leaders would accompany their HR leaders and their titles might range from CEO, CFO, COO, CIO, CTO, VP, Managing Directors, Directors, Managers and Team leaders.

Benefits of Attending

• Use the Organisational Systems Design (OSD) model to diagnose people problems and prescribe actions to unlock and create value

• Identify and categorise the Oil & Gas business processes in order to create a differentiation strategy that will create unique value

• Identify and develop high performance teams that can create a competitive advantage

• Develop a “leadership” brand for your Oil & Gas organisation that can create a competitive advantage

• Design key knowledge creating and sharing designs, since most oil and gas companies compete on knowledge

• Master the principles and tools for capturing the hearts and minds of your human capital to enhance their engagement

• Learn methodologies on how to predict outcomes and highlight financial benefits as a way to add value to their organisations.

Endorsed by: