Talent Management. HR Principles 10/10/2014

Transcription

1 REGIONAL ASSOCIATION OF OIL, GAS & BIOFUELS SECTOR COMPANIES IN LATIN AMERICA AND THE CARIBBEAN Talent Management Jorge Vicéns Schlumberger 86 th ARPEL Experts Level Meeting (RANE) Management of Reservoirs October 6-7, 2014 Buenos Aires, Argentina HR Principles Recruit the best talent worldwide Continuous training throughout career, diverse & evolving methods Promotion from within based on merit Manage by objectives, assessing results & behavior Borderless career opportunities in a global organization Dynamic career management, supported through (slb.people) Technical and managerial careers Competitive compensation and benefit packages Respect for the individual & family 2 1

2 3 Nationality Diversity through Europe and Africa Latin America North America Revenue Distribution Middle East and Asia Network 85 countries 68 Ambassador Universities 300 target universities ( ) 300,000 applicants per year Europe and Africa Latin America North America Nationality Distribution Middle East and Asia 4 2

3 Multiple Sourcing Channels Blended approach for sourcing at Global and Local levels Local Schools Local Staffing Global Staffing Value LinkedIn Schlumberger Careers Campus Schlumberger Employee Job boards Social Media (LinkedIn) Manpower Agencies, Headhunting website Referral Program (contingency workers) Firms ( Cost 5 6 3

4 Developing Talent for the Future Structured Career path within segments & Function (Personnel, Supply Chain, Finance, Legal) Management Essentials Customized training programs Promotion from within MANUFACTURING & ENGINEERING RESERVOIR PRODUCTION RESERVOIR CHARACTERIZATION DRILLING GROUP Borderless career Schlumberger is all about PEOPLE our biggest asset 7 Training Resources KTC USA Kellyville STC RUSSIA Tyumen ELC FRANCE Melun SLC USA Houston MLC UAE Abu Dhabi 8 4

5 9 Eureka members Contributing independently Leading locally in the Country or RDM center Leading widely in Area, Segment or RDM Leading in SLB and industry Senior Principal Advisor Schlumberger Fellow 10 5

6 11 Career-driven mobility: Working in different environment Acquiring different knowledge Living in different culture Business-driven mobility: Market change: shrink / grow Needs for specific expertise Geography Europe & Africa Middle East Asia North America South America Russia Function R&D QHSE Finance IT Management Marketing Personnel Manufacturing Business Segments Businesses New Acquisitions 12 6

7 13 Talent Management Process Performance Mgmt Talent Identification Managerial Technical Top Tier 0.5% High Value 15% All Employees Replacement plan for key incumbent roles & mechanism for development planning for HV EE s key technical positions Highest potential for advancement into the top management, functional and technical leadership positions of the company. Individuals who are highly regarded and are perceived to be key contributors and future leaders. MBO Performance Management, Short-Term Development Plans, Training Plans Long Term Development Plans Short Term Development Plans 14 7

8 15 Why Is Critical? If Schlumbergerdoes not know who can replace our executive team today and years from now, we will fail as a company Schlumberger is a critical process to identify and develop our leaders of tomorrow A Sustainable Talent Pool is the key source for successful long-term succession planning Effective Talent Development is the path to creating successful future leaders 16 8

9 Framework for Success Ready Now Ready in the Future