HR Way Forward Challenges of Tomorrow
Asif Saeed Attock Refinery Limited
1 Great Heritage Greater Vision
AGENDA
HR Way Forward
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INTRODUCTION AND BACKGROUND OF ARL
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ARL is a member company of Attock Group of Companies, a fully integrated group covering all segments of oil and gas industry from exploration to production, and refining to marketing of a wide range of petroleum products in Pakistan.
ATTOCK REFINERY LIMITED
NATIONAL REFINERY LIMITED
PAKISTAN OILFIELDS LIMITED
ATTOCK PETROLEUM LIMITED
ATTOCK CEMENT PAKISTAN LIMITED
ATTOCK GEN LIMITED
ATTOCK HOSPITAL (PVT.) LIMITED
ATTOCK INFORMATION TECHNOLOGIES SERVICES (PVT.) LIMITED Great Heritage Greater Vision HR Way Forward
HR WAY FORWARD Challenges Of Tomorrow
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Business Partner Representation of HR (To some extent) On The Board Expert Strategic (To some extent) Business Partner Challenge Specialized Enforcer Expertise (To large extent)
Assist in culture Administrator Control and transformation and (Traditional, Compliance To large extent) alignment of HR processes with Applying behavioral business goals Basic sciences techniques for Personnel recruiting, performance Services management etc.
Aspects of dealing with unions and Company Policies Administrative aspects of dealing with employees Great Heritage Greater Vision HR Way Forward
Traditional HR Orthodoxy Challenge A Double Edged Sword
Develop an approach that is You will not find this backed by experience & so-called ‘next practice learning and blends with HR’ in any textbook – the best of local practices & cultural values. and therein lies its strength.
Turbo-Charging HR’s Impact
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Challenge
The Millennials- Changing Dynamics of the Next Generation Workforce
They are demanding, yet professional.
They are ambitious.
They want variety in their career.
They want to be stretched and challenged. They grew in the information age with access to various information sources. 8 Great Heritage Greater Vision HR Way Forward
Challenge Talent Pool Will Be Showing Imminent Signs Of Drying Up
Why Retention Matters? What to do? • Employee takes valuable • Drive Engagement institutional knowledge with – Make Engagement a them. leadership priority by creating • New recruits, no matter how link between strategy and talented, cannot replace such employees’ roles knowledge at the drop of a hat. • Create a culture of engagement • The lead Time by empowering the individual • Trainings and treat people with respect • The Cost factor • Offer career development • Short sighted approach – opportunities replacing rather than retaining • Promote wellness in the workplace 9 Great Heritage Greater Vision HR Way Forward
Factors Impacting a Desirable Employer Brand • Attractiveness of the sector • Company Reputation Challenge • Quality of Products and Service Building Stronger • Location Employment Brand as part of • Work Environment Talent Strategy • Compensation • Economic Conditions • Employee Benefits • People and Culture • Work/Life Balance • Corporate Social Responsibility 10 Great Heritage Greater Vision HR Way Forward
Challenges
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As a tool for Predictive Management
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Defining the requisite knowledge, skills, and capability requirements needed for business strategy execution.
Evaluating workforce performance.
Retaining valuable talent.
Determining strategies for redeployment, retraining, and workforce reductions.
Determine career paths and succession plans.
13 Great Heritage Step 1: Employee HR Way Forward Greater Vision Perception Survey’s Questionnaire Development
Step 2: Conducting Employee’s Survey (Data)
Step 3: Applying Statistical Tools (Metrics)
Step 4: Mirror Sessions
Step 5: Analysis
Step 6: Actions & Strategies
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Succession Teamwork Job satisfaction Trust Planning
Salary & Training & Vision, Mission Empowerment Benefits Development & Values
Performance Work life Working Communication management balance and conditions
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Data Collection: Employee's Perception Survey and Mirror Sessions
Problem Identification: Limited Technical Trainings
Analysis of Data
Enhanced focus on Technical Trainings through Appropriate means
Implementation through Internal and External Trainers
Evaluation
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TURNING CHALLENGES INTO OPPORTUNITIES
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Future Strategic HR Approach
Understand and address generational differences
Use metrics and benchmarking for growth & development
Think creatively about reward strategies and what motivates millennials’
Diversity and work life balance
Identify change agents
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Future Strategic HR Approach
To help them grow, understand the personal and professional goals of the millennials’
Special rotational assignments more frequently
Reward risk-takers, innovators and learners
Honest feedback in real time — and highlight positive contributions or improvements on key competencies.
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Future Strategic HR Approach
Keep everyone focused on the plan
Goals and values alignment to remain the key
“Walk the talk” in order to provide consistent message to workforce regarding the values. Can’t be one time event or communication – has to be modeled and lived every day
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Future Strategic HR Approach
Hire well (4E+P), be flexible and trust your people
Build a team that fosters innovation and focuses on growth
Power of differentiation
Extend our networks so we are able to share and consolidate our resources & knowledge
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Future Strategic HR Approach
Set them free • Millennials want flexibility. • They work well with clear instructions and concrete targets • Give them the freedom to have a flexible work schedule. Provide mentors who are exceptional role models • Introduce employees’ mentoring programmes.
Let them advance faster • value results over tenure
Expect them to go
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Centralized Data, a Critical Enabler
Field training of HR
Support from Top Management which brings credibility and resources
Enhanced technology
Adaptive Culture
Communication and Information Sharing
23 “I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.”
- Larry Bossidy, former Chair and CEO of Honeywell
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Thank You Any Questions?
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