HR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources Halliburton
Halliburton Global Franchise 60,000 employees in approximately 80 countries $18 Billion in Revenues in 2010 (Fortune 200 company) Market Capitalization: ~$40 billion
So What s Changing Business Landscape Investor Customer Employees/Talent Community
Overall Themes from Executive Interviews Halliburton Overall Strong people, focused on the customer and driven to execute Viewed by customers as reliable, trustworthy and solving the hard problems Siloed, too conservative in marketing and upselling customers The future is an increased focus on customer needs by providing integrated, innovative solutions Employees of the future must have technical depth, yet have increased capability to work across PSLs Increased local talent and leadership is critical HR Overall Recognition that HR is trending upward overall the past 3-4 years Systems and tools highlighted as effective and best practice Strong senior team talent, but significant talent gap at country/local level Too much drive-by HR, leaders want more insights from dedicated HRBPs. Need increased business acumen for HR staff Increase alignment of HR metrics to business metrics
Organizational Capabilities Top 3 Capability Description: We are good at Mentions Leadership Strategic Unity Customer Connectivity Collaboration Building leaders that generate confidence in the future (includes one mention of delegation and empowerment) Creating a shared agenda and broad commitment and engagement around our strategy (includes two mentions of shared mindset) Fostering strong and enduring relationships of trust with target customers 15 Working together across boundaries to ensure leverage and efficiency (includes one mention of partnership) Learning Generating, generalizing and implementing ideas with impact 0 Innovation Talent Creating new products, services and ways of working that are commercially successful Attracting, motivating, developing, and retaining talented and committed people Speed Making important changes rapidly 3 Efficiency Accountability Reducing the costs of our business activities without hurting the core business Creating and enforcing standards that lead to high performance and execution 16 6 6 11 9 2 9
Perceived HR Strengths and Needs Mentions Strengths Mentions Needs 9 Effective systems and processes 7 Helpful, responsive people 4 Succession planning / Attention to high-potential employees 3 Energy / Eager to contribute and improve 3 Senior HR managers are effective and talented 11 HR talent gap at lower local levels / Disconnect between corporate HR and local execution 10 Understaffed at senior levels / Too much drive-by HR partnership 8 HR tends to be too administrative / Transactional 7 Demonstrated business knowledge 5 Increase flexibility, speed 3 Talent acquisition
Views on HR Organization / Resourcing Mentions Feedback 12 At senior levels, dedicated HR business partners who are part of the business leadership team (not drive by ); HR is spread too thin 10 Need to accelerate development of HR talent 9 Need cadre of HR leaders and professionals who are proactive, know the business, are skilled business partners, talent developers and change leaders 8 Need greater HR competence in local markets 5 More high-potential employees spend time in HR as part of their development
HAL HR Strategy Map Strategic Context: To better meet our customer / market segment needs by continuing to innovate our products, services and ways of working Unity of Identity: Reliable, Problem Solvers, Trustworthy Capability Requirements: Customer Connectivity Innovation Leadership HR Practices: People/Talent Performance and Reward Information and Communication Work and Organization HR Vision: Lead. Connect. Innovate. HR Strategic Priorities: Get It Right in HR Talent and Leadership Pipeline Build a High Performance and Rewards Culture Business Development and Sales Capabilities Integrated Solutions Across PSLs Leadership For Change: Building HR Leaders and Leadership Implement
HAL Strategic HR Priorities
Team 1: Talent and Leadership Pipeline
RETENTION RETENTION & REALIGNMENT REALIGNMENT Talent Pipeline Pyramid STRATEGIC TRANSFORMATIONAL OPERATIONAL FRONTLINE INDIVIDUAL CONTRIBUTOR ASSESSMENT & DEVELOPMENT ATTRACTION ATTRACTION & SELECTION SELECTION
Team 2: Build a High Performance and Rewards Culture
Business Case For A High Performance Culture 1 Drive Company Performance Align resources and create/reinforce a culture of excellence. High Performance Culture 2 Engage and Reward Employees Identify and meaningfully reward high performing employees. 3 Optimise Human Capital Optimise human capital and drive effective talent management practices
Current State Goals, performance assessments and rewards do not differentiate between high performers and low performers.
Future State
Team 3: Business Development and Sales Capabilities
What Did We Learn What Can We Influence? Identify Top Talent BD Career Path BD Training 1. Leverage and refine our process for determining high potential employees 2. Compile the competencies and behaviors that are shared across high performers and high potentials 3. Create success profiles based on these shared competencies, behaviors and skills 1. Identify key roles & criteria for methodical career progression 2. Ensure right people are in the right roles at the right time 3. Identify and strengthen our pipeline for each key role 1. Focus training on creating solution focused BD who know how to identify and apply the technical expertise required to win the work 2. Invest training dollars in top talent
Team 4: HR Partnering to Drive Cross-PSL Solutions Strategy
Cross PSL Solutions Optimized Drilling Performance Reservoir Insight Digital Workflows
Team 5: Get It Right in HR
The New Model of HR Competence
Summary Talent & Leadership Pipeline Build a high performance & rewards culture Build BD & Sales Capabilities Cross PSL Solutions