Talisman Energy - HRM Asia 2014 - Benjamin Nomine
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The document outlines the challenges faced by Talisman Energy in attracting and retaining talent due to a lack of identity and engagement. It details a comprehensive three-phase transformation process involving research, realization of identity crisis, and actionable change to reinforce company values and improve leadership accountability. The ultimate goal is to revitalize employee engagement, enhance the company's reputation, and attract top talent in the Asia-Pacific region.
Talisman Energy - HRM Asia 2014 - Benjamin Nomine
- 1. An unexpected journey to EVP development Benjamin Nomine Regional HR Business Partner Talisman Energy Asia-Pacific
- 2. What is the most wasted resource on the planet?
- 3. TALENT
- 5. WE ALL SHARE THE SAME CHALLENGES.
- 6. how did it start? Questions Transformation phase How can we attract, hire and retain the best talent in the market? Growing and challenging business Transferring some of the responsibilities Gaining autonomy in the region Leadership/ Management crisis in some countries
- 7. stage 1: The research A partner specializing in Value Proposition and Employer Branding adapted to our need: E3 Reloaded 3 months of research in all Asia Pacific Countries 250+ employees engaged in the process 1 to 1 interviews Workshops
- 8. stage 2: The shock! The qualities which once defined us were lost. We were having an identity crisis. The rumour mill was running hot. People were uncertain about our future. There was a complete lack of inspiration.
- 9. stage 3: The change Objective: Rediscover who we are Bring our values to life Create a new identity for the region A simple action plan: Quick wins Visible change
- 10. Vision and Strategy: Clarifying and better communicating the vision and strategy. Leadership Capabilities: Raising the bar and holding our leaders accountable. Improving performance management. Career and Development: Re-defining what career means at Talisman and having real conversations around development. our 3 priorities 1. Re-connect to retain 2. Re-train to inspire 3. Re-set to raise expectations
- 11. What can we achieve? Bring pride to be part of the Talisman family Getengagement from our employees Have a great reputation in the market Attract the best talents in the region
- 12. did we bring our Value Proposition to life?HOW
- 13. OUR STORY: we were we are we will beWHO
- 15. PUSH BACK “With uncertainty, employees will leave anyway.” “You can’t openly communicate the reality.” “You can’t attract in the midst of change.” “Don’t create expectations.”
- 16. Mindset No ticking box exercise, Don’t hide behind processes, Don’t overcomplicate, simple is good, engage your employees! Bring the Conversation back! Back to Basics! No excuse, don’t hide behind a cultural difference!
- 17. Managing expectations Leaders Employees Market Get their buy in from the beginning by linking to their business needs Get them involved - and try to avoid surveys!!! Communicate honestly Show proof quickly that their input matters Speak the truth Aspirational / still connected with reality Communicate on change
- 18. What is the role of HR?
- 19. it is a Company Project An Employee Value Proposition is not an HR Project
- 20. Make sure Leaders understand what an EVP is and how it can help. Involve as many Employees as you can. Create a network of Champions.
- 21. Listen to the Feedback New ADP Research Institute® Study shows continuing disconnect between Human Resources departments and employees
- 23. for the candidates for the Employees for the Managers even for HR! FRUSTRATION
- 24. Create an experience! Kill processes before they kill you
- 25. Connect with me Excite me Inspire me Take care of me Make it easy for me
- 26. Be real Partners: Audacious and Courageous Propose a creative approach
- 27. Challenge your Leaders Challenge the status quo Be disruptive
- 28. learning so far Make it an HR Project Start with external branding Goexternalwithoutbeingreadyinternally Think clever marketing will save you Sell what you want to be – Sell what you really are Don’t
- 29. failure is... Poor internal engagement No targeting A document sitting on a shelf A skeptical audience No support from Leaders Not being authentic
- 30. learning so far Do Get Leaders involved from the start Invest in the research phase Listen to your employees’ feedback Involve as many employees as you can Test internally to make sure it resonates Be ready for change
- 31. thank you