Competences et Ressources Humaines Sophy Pern, BP
Context a diverse heritage BP today has been formed from a series of mergers and acquisitions in the last ten years (1999) (2000) (2000) (2002) 2. (2002) 1. (2000) (2001) (1996) (2001) 1. Some Mobil employees became part of BP staff post dissolution of JV in Europe 2. BP acquired some Belgium assets 2
Ressources humaines: une priorité pour les dirigeants «Nos priorités sont la Sécurité, les Personnes et la Performance. Nous progressons sur notre agenda sécurité et sur nos actions prioritaires concernant le personnel ; c est au niveau de la performance que nous devons intervenir» Tony Hayward, CEO BP Octobre 2007 Human resources are the most invaluable capital" Chakib Khelil Dec 2006 3
Les priorités ressources humaines As you know my priority is to build 'one BP HR function' which is high performing, highly respected and has great talent that enables businesses to deliver their strategies. Sally Bott, EVP HR, Juin 2005 4
Témoignage- activités HR a In Salah Gas. Que peut faire une fonction HR concrètement sur le terrain? Aider les équipes a mettre en place une nouvelle organisation et apprendre des nouvelles façons de travailler Créer un processus pour mesurer la performance des agents en impliquant les responsables Aider les responsables a créer des plans de succession pour les postes clés. Créer des processus pour impliquer les responsables dans la création de plans de formation Aider les individus a prendre en charge leur propre développement La dernière personne qui fait la gestion des RH est le DRH.. 5
Les activités HR Reward: récompenser et encourager les performances extraordinaires Organisation design & development : S organiser de la manière la plus efficace possible pour atteindre les résultats Resourcing & Talent Management: trouver et garder les bonnes personnes Employee relations: efficaces et comprendre le contexte légal et social Learning & Development: former et développer le personnel HR Operations : s assurer que les opérations HR sont efficaces Quelle est l activité RH la plus importante? Quelles sont les compétences HR les plus importantes? 6
HR Role - Diverse business needs BP s three segments all face different business challenges and therefore have different HR needs Exploration & Production Is a capital intensive, highly technical, business, often based in remote locations. Need to attract, develop, retain and deploy relatively small numbers of top talent. Refining & Marketing Is a customer facing business, located in everywhere in the globe, with a high number of employees. Need to effectively hire & train & motivate large numbers of staff. Renewables Renewables is a new segment, and a young business with a wide portfolio of roles and interests Need to decide the business strategy & design the best organisation to deliver it. RH: choix, flexibilité, partenariat avec le business. 7
Our promises to the business The One HR transformation aims to help deliver Better business leadership Improved personal development Better succession planning More effective team working An effective source of talent Presentation of a more compelling picture of BP to candidates Smarter means of accessing both the traditional recruitment markets and new markets Impressing candidates with the efficiency and distinctiveness of BP s recruiting process Compliance and control Ensure BP HR is fully compliant and avoid direct and reputational risks of non-compliance A focus on the business agenda Listening to and understanding business leaders commercial ambitions Providing an insightful people perspective and long range skills development Accelerated career development Honest and constructive performance management alongside the identification and realisation of high potential Better matching of candidates to roles through improved Internal Mobility processes Improved international assignment experience Support in industrial relations Relationship management of Trade Unions, Work Councils and other representative groups Proactive understanding of new legislation and precedents 8
Our aspiration: One HR for One BP HR will become an example of functional excellence, supporting the realisation of BP s strategic goals: BP Functional Vision To create a backbone of functional excellence to support future business growth. HR Vision WB1 The elements of HR Strategy that form part of this backbone are: Operational Excellence (through value-added infrastructure) Business Partnering and Support (business-differentiated HR) Governance, Policy & Coherence (through small Corp. Centre) One HR transformation programme Four key projects aimed at supporting the delivery of the HR Vision for the future One HR for One BP Talent Operations and SAP International Mobility Resourcing 9
Diapositive 9 WB1 This doesn't look like a vision to me? Perhaps it should be a more compelling, succinct statement? Bill Burridge; 26/05/2006
Training and Development Assessment Programmes CAPS Diversity & Inclusion Executive Dvpt. Group Core leadership offer offer Discover BP SLL BPMF Managing Essentials Segment & Function offer Core employee offer Training programmes for all employees On-the-job learning Technical training Professional training Functional training Segment & Function offer Training programmes delivered and managed within each Segment & Function Core employee offer Programmes are available to all employees and are currently managed on a regional basis Core leadership offer Leadership programmes which are led and managed by the Group HR team 10
Compétences RH a développer 1) Compréhension du business Quel est l objectif? Quels sont les enjeux? Quels sont les leviers d un point de vue RH? 2) Maîtrise des outils RH Reward Learning & Development Talent Management HR Operations Employee Relations Organisational Design and Development 3) Partenaire avec le business pour choisir le ou les outils appropries et bien les utiliser! 11