Session Cochairs: Omar Al Shamlan, ADMA-OPCO; Nasser Al Huraibi, Regent Energy
Today’s leaders are already facing challenges and changes that are rapidly transforming where, how, and with whom they do business. Leaders who are adapting their strategies are merely keeping pace with change. Many managers and executives are voicing their fears that the talent they have is not the talent they need.
Leaders need to anticipate trends and proactively define innovative strategies, anticipate and seize opportunities to drive business success; leaders will need to demonstrate a different set of behaviours. Organisations need to start now to build a strong leadership pipeline from within that demonstrates the right competencies.
Because of the shrinking talent pool, organisations must close the gap and make sure they can find the talent they need by building dynamic leaders for today and the future.
Session Cochairs: Abdullah Al Shami, Petroleum Institute; Duaa Hassan, NPCC
In order to meet the demands of an ever changing pace within HR, organisations, and the industry as a whole, need to consistently develop, maintain, and retain a competent workforce.
Irrespective of the amount of policies and procedures a company has in place, if the workforce competency is at a level of merely “meeting expectations” then organisational productivity and results will follow suit.
In this session, we will look at the following:
Self-driven strategies such as e-learning, further education, networking, and action learning are effective techniques that companies must look at to open up minds to different learning styles. Different methodologies need to be considered to address learning and development needs while roles and responsibilities must also be defined.
Developing organisations where efforts must be studied and planned to increase the company’s efficiency. Organisational design must reflect business maturity, support strategies, define workflow, and implement consistent work practices.
Strategies: It is important for organisations to develop broad strategies which support the achievement of the company’s technical goals and contribute to productiveness and effectiveness over the coming years taking into account the current environment of the industry.
Different stakeholders need to be consulted while developing strategies; it is important to involve the company’s senior management at different levels of discussion as they have an essential role to play in securing the right support and buy-in for implementation and ensuring proper roll-out throughout the company.
Ethics: A strong work ethic is vital to a company to achieve its goals. From the CEOs to entry-level employees, every individual must have good work ethics to keep the functioning at its best. Integrity, trust, sense of responsibility, teamwork, punctuality, respect and laying emphasis on quality of work are important examples of ethics.
Session Cochairs: Manoj Parmesh, Weatherford; Mohamed Al-Mughairi, Petroleum Development Oman
Intensive and escalating operations of oil industry business call for sustainable supply of talented staff to safeguard the interests of its public and private stakeholders. Traditional HR approaches for staff retention are rapidly becoming inefficient and out of date due to competing talent-oriented global market players. The philosophy of talent management is pivoted on the notion that robust techniques of attraction and retention of critical mass of competent staff is a must in order to operate prudently.
In the context of building organisational capacity, competence can be defined as threshold skill to sustain expected job performance, while talent can be defined as exceptional skills above minimum job requirements to improve and build on organisational performance. At a resource supply process level, this can take the form of new talent recruitment or liberation of existing talent potential. Along these lines, topics such as potential assessment, job ladder, succession plan, learning and development, and promotion and reward are regarded as indispensable to talent management culture within the organisation. Integrated processes which link corporate objectives to training, learning, and development needs are therefore critical to any talent-oriented organisation.
This part of the workshop aims to share best practices followed by operation companies and service providers in supplying and managing multi-discipline talent skill-pools. Invaluable lessons can be extracted through sharing success and failures of various talent management approaches, given the diverse industrial cultural issues that global talent skill-pool can bring.
Session Cochairs: Nasser Al Huraibi, Regent Energy Grp Ltd.; Tadhg Flahive, ADCO
As the driver of an organisation’s people agenda, the HR function is in a key position to deliver sustainable competitive advantage by being equally (if not more) accountable for achieving profitable growth as other mission-critical functions such as finance and IT.
HR professionals advise and work with senior executives to increase the value of HR and people in a number of mission-critical areas. They help leadership teams to:
The HR of tomorrow will be less about administration and focus more on acting as an enabler for delivering the business strategy and organisational excellence.
Is HR ready for the challenge?
Session Cochairs: Mohamed Al-Mughairi, Petroleum Development Oman; Rima Al Awadhi, Kuwait Oil Company
The paradigm shift from data management to knowledge management has never been a necessity like the present times of vicious brain-drain cycles. Needless to say that the astronomical data and information access provided to many of us is useless if the records are not properly analysed and intelligently utilised to construct effective business strategy and operational policies. Only if this takes place with a systematic process to capture, develop, and share knowledge then we can be in a position to claim that we are knowledge-based organisation.
Ironically enough, knowledge-based organisations such as oil industries are faced with the challenge of handling business knowledge handover from the experienced out-going generations to the less-experienced in-coming generations. The latter appear to be well-equipped with innovative digital tools for data, information, and knowledge management. However, innovative tools are only part of the equation to be solved. Novel practices in the context of collaborative working environments coupled with real-time data and information flow cycle and just-in-time business decisions is the remaining part of the equation to solve.
Such arenas are normally associated with tools such as commercial vendors’ applications on one end all the way through to social communication networks on the other end. Innovative practices in knowledge management, therefore, are not only technological-related practices, but also social-related and regulatory-related elements. This part of the workshop aims to explore more in this field.
Session Cochairs: Mohamed Al Mughairi, PDO; Tadhg Flahive, ADCO
Lean is a well proven, repeatable process that delivers more value with optimal resources. The core goal of Lean is to facilitate profitable business growth or enhanced organizational value. Lean philosophy requires the workforce to recognize that “waste” can take the form of time, money efforts or resources and should be continuously improved at all levels.
Therefore engagement of the entire workforce to continuously improve business performance is a must rather than a choice for Lean environments. A core enabler to this approach is the creation of a real capability within the organization through the development of its people and not just through the implementation of a collection of tools and techniques.
It is noted that although Lean has been in prominent industries for many years, the Lean concepts are still not fully known or utilized. The need for exploiting its potentials to build our organizational capacity is becoming more and more demanding. There is no magic formula for going Lean but the process is robust enough to accommodate paradigm shifts in your respective organizations.
Whatever way we look at this, HR’s role will be critical in building a capable and engage workforce and engagement workforce in creating and sustaining a Lean environment