Integrated Talent Management

Fatma Al Barwani
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引用次数: 9

Abstract

To drive optimal levels of success coupled with ensuring sustained increased levels of efficient work related performance deliverables, the Finance Directorate (FD) Leadership Team of Petroleum Development Oman (PDO) conceptualized determining sufficient numbers of high performing employees to ensure of this sustainment across Finance. To this end from a successful CP (Contracts and Procurement – in Finance) pilot of 2015, high performing talented FD staff were identified through the FD Integrated Talent Management (ITM), a successful tool that provides means of identifying, selecting, developing & retaining top talent within our predominantly Finance organization. These high competent candidates are developed with essential skills and further stretched henceforth holding uniquely valued company competencies. The implementation of an end-to-end systematic approach where qualitative and in some parts quantitative data could now be determined to Plan, Assess, Develop, Mobilize & Retain our most talented employees. In summary, this methodology would ensure objective deep insights about employees, their goals & aspirations, strengths and weaknesses, abilities, likes and dislikes & what the flight risk of staff could entail. It would provide better investment decisions on where to steer employees towards learning and development. It would ensure developing of strategies to ensure retaining of employees through the possibility of more senior job opportunities, external assignments and even internal within PDO exposure to other directorates etc. henceforth ensuring a more committed engaged productive workforce. In summary and as a result of the Hackett findings (an international external benchmarking report) which concluded in 2014 noting that PDO Finance with the ITM process in place is World Class, the ITM helped tremendously in understanding/assessing the Finance Directorate staff to enable more candid feedback, identify underperformers to provide support either through development and/or reassignment, define talent pools to provide more targeted development, develop better succession plans to define career paths and develop flight risk matrixes to proactively manage retention. In effect employee engagement was significantly improved and further alignment of the PDO Leadership behaviours during the management of the ITM exercise was strengthened where staff were expected to demonstrate these as well as two other behaviours to improve performance and maximize potential and was/is paramount to facilitate organizational growth and business continuity. Furthermore understanding staffs’ potential & capabilities greatly improved the Finance Depts’ attrition rates to single digit percentage. Previous to this it had the alarmingly potential risk of attrition being and remaining in double digit numbers. The ITM’s effective systematic approach would enable us to deliver stretch business goals and world-class services for the immediate now and foreseeable long term future. As a result not only of the ITM positioning of sowing the seeds for an efficient workplace with an open and honest environment being created, employees were assured of feeling like an asset to the company where expectations and goals of the company is clear to them and where opportunities to grow and learn is observed. The impact of this model safeguards knowing potential and the capacity of staff and staff are more comforted by knowing what the expectation of them over time is.
综合人才管理
为了推动最佳水平的成功,并确保持续提高与高效工作相关的绩效交付成果水平,阿曼石油开发公司(PDO)财务理事会(FD)领导团队概念化了,确定了足够数量的高绩效员工,以确保整个财务部门的这种持续性。为此,从2015年成功的CP(合同和采购-财务)试点开始,通过FD综合人才管理(ITM)来识别高绩效的FD员工,这是一个成功的工具,为我们主要的财务组织提供了识别、选择、发展和留住顶尖人才的方法。这些高能力的候选人被培养出基本技能,并在今后进一步扩展,持有独特的公司价值能力。实施端到端的系统化方法,现在可以确定定性和部分定量数据,以计划,评估,发展,动员和留住我们最有才华的员工。总之,这种方法将确保客观深入地了解员工,他们的目标和愿望,优势和劣势,能力,好恶以及员工可能带来的逃跑风险。它将在引导员工学习和发展的方向上提供更好的投资决策。它将确保制定战略,以确保通过提供更高级的工作机会、外部任务、甚至在PDO内部接触其他董事等方式留住雇员,从而确保今后有更忠诚、更投入的生产性劳动力。总之,Hackett的调查结果(一份国际外部基准报告)在2014年得出结论,指出采用ITM流程的PDO财务是世界级的,ITM极大地帮助理解/评估财务总监的工作人员,以实现更坦诚的反馈,识别表现不佳的员工,通过发展和/或重新分配提供支持,定义人才库以提供更有针对性的发展。制定更好的继任计划,确定职业道路,制定离职风险矩阵,主动管理员工留任。实际上,员工敬业度得到了显著提高,在ITM管理过程中,PDO领导行为的进一步一致性得到了加强,员工被期望展示这些行为以及其他两种行为,以提高绩效和最大限度地发挥潜力,这对促进组织增长和业务连续性至关重要。此外,了解员工的潜力和能力大大提高了财务部门的流失率到个位数百分比。在此之前,它有一个令人担忧的潜在风险,即人员流失一直保持在两位数。ITM有效的系统方法将使我们能够在当前和可预见的长期未来提供扩展的业务目标和世界级的服务。因此,不仅ITM的定位是为高效的工作场所播下种子,创造一个开放和诚实的环境,员工确信自己是公司的资产,公司的期望和目标对他们来说是明确的,并且在这里可以观察到成长和学习的机会。这种模式的影响保障了了解工作人员的潜力和能力,并且工作人员通过了解他们随着时间的推移的期望而更加放心。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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