© targeted learning career leadership skills: attracting, motivating and retaining talent
TRANSCRIPT
© Targeted Learning
Career Leadership Skills: Attracting, Motivating and Retaining Talent
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Objectives
By the end of this session, you will:
1. Understand your role, and those of employees and the company, with respect to career development at ConocoPhillips.
2. Know how to help your people take more effective responsibility for their careers, and thereby expand their engagement and happiness at work.
3. Understand the factors that influence careers and career path opportunities at ConocoPhillips.
4. Know how to help your people make more informed and effective career decisions.
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How well are we doing in ConocoPhillips?How well are we doing in ConocoPhillips?2008 Employee Opinion Survey—Development Dimension
1© ConocoPhillips
Q. 13 Q. 12 Q. 9
Total % Favorable Total % Neutral Total % Unfavorable
Q. 5
46 4656
2724
2624
2826 25 23
28 26 19
54 52616660
1622221013
0%
25%
50%
75%
100%
2006 2008 2006 2008 2006 2008
2006 2008
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WhatWhat is a career? is a career?
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An occupation with opportunities for progress in terms of ability, contribution, impact and fulfillment.
Targeted Learning
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Focus on What You ControlFocus on What You Control
Ability
Contribution
Impact
Promotion
Salary
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Most Important
1 2 3 4 5 6 7 8
12% 12% 12% 12%12%12%12%12%
1. Interesting Work2. Meaningful Work3. Work-Life Balance4. Salary5. Opportunities for
Promotion6. Job Security7. Supportive Climate8. Supervisory Style
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Least Important
1 2 3 4 5 6 7 8
12% 12% 12% 12%12%12%12%12%
1. Interesting Work2. Meaningful Work3. Work-Life Balance4. Salary5. Opportunities for
Promotion6. Job Security7. Supportive Climate8. Supervisory Style
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Reason to Look Elsewhere
1 2 3 4 5 6 7 8
12% 12% 12% 12%12%12%12%12%
1. Lack of Interesting Work2. Lack of Meaningful Work3. Lack of Work-Life
Balance4. Uncompetitive Salary5. Lack of Promotional
Opportunities6. Lack of Job Security7. Non-Supportive Climate8. Controlling Supervisory
Style
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What Drives Career Decisions What Drives Career Decisions at ConocoPhillips?at ConocoPhillips?
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45679
16
21
31
355
10
45
5
1513
335
10
14
28
7
29
0%
10%
20%
30%
40%
50%
nteresting Work Meaningful Work Work Life Balance Salary Opp. ForPromotion
Job Security
““What factor is most important in choosing your next position?”What factor is most important in choosing your next position?”
Interesting Meaningful Work-Life Salary Supervisory Job Supportive Opportunity Work Work Balance Style Security Climate for Promotion
Based on data from workshops held from 2006-2008. 1,860 managers – Engagement Excellence/6 Conversations819 ConocoPhillips employees – Mastering My Career109 ConocoPhillips Commercial managers – Engagement Excellence
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Would you . . .
Yes No
0%0%
1. Yes
2. No
Take a 5% paycut in exchange for significantly more interesting work?
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Would you . . .
Yes No
16%
84%
1. Yes
2. No
Take a 5% paycut for more work-life balance?
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Would you . . .
Yes No
58%
42%
1. Yes
2. No
Take a 10% paycut for more work-life balance, as well as more meaningful and interesting work?
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Career Drivers at ConocoPhillips
Percentage of ConocoPhillips Employees*
Having the Following Career Drivers as:
Career Driver One of Their Top Two Their Least Important
Maintaining
Balance
Being the
Expert
Fostering
Innovation
Leading
Others
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44.6%
30.8%
30.4%
26.1%
9.7%
9.7%
4.6%
16.2%
*From 1155 ConocoPhillips employees who completed the Career Drivers Profile in 2006, 2007 and 2008. 109 were from Commercial.()=Commercial
(52.2)
(54.1)
(10.0)
(19.2)
(1.8)
(5.5)
(5.5)
(9.1)
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Career Drivers at ConocoPhillips
Percentage of ConocoPhillips Employees*
Having the Following Career Drivers as:
Career Driver One of Their Top Two Their Least Important
Serving Others
Achieving
Stretch
Ensuring
Security
Gaining
Autonomy
5
20.8%
18.6%
16.8%
12.7%
15.4%
15.1%
16.0%
13.3%
(12.8)
(34.8)
(10.0)
(4.5)
(7.3)
(1.8)
(21.1)
(46.7)
*From 1155 ConocoPhillips employees who completed the Career Drivers Profile in 2006, 2007 and 2008. 109 were from Commercial.()=Commercial
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Why Commercial is Seen as a Place to Build a Career
1. “The people you work with are nice and it’s a team environment.”
2. “The company values set the company apart.”3. People get to see the impact of their work and have
contact with their customers.4. ConocoPhillips is a big company with “lots of
opportunities to move and develop my skill set.”5. Compared to some other major oil companies,
people feel they have more say over their career decisions and are more free of unnecessary bureaucracy.
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The Continuous Development Model ©
7© ConocoPhillips
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Keys to Helping Employees Meet Their Career Goals at ConocoPhillips
1. Remember that career development and a positive outlook for the future begins with the current job—and a focus on what you and they control.
2. Clarify the appropriate division of responsibility.
3. Help people find their “sweet spot.”
4. Help people create development plans that really work.
5. Support your people through timely, meaningful career conversations.
6. Anchor career plans in reality.8
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How many did you check off?
1 2 3 4
0% 0%0%0%
1. 1-7
2. 8-10
3. 11-13
4. 14-16
2 9
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Did you experience significant personal growth?
1 2
0%0%
1. Yes
2. No
2 9
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Was your productivity relatively high?
1 2
0%0%
1. Yes
2. No
2 9
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Did the experience give you reason to be optimistic about your future?
1 2
0%0%
1. Yes
2. No
2 9
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Total Personal Engagement
Total Personal Engagement requires a mental connection to the task itself, an emotional connection to the outcomes, a social connection to supervisors, colleagues and customers, and a sense of optimism in the future (hope).
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Thoughts from the 18th Century
Samuel Johnson, 1709-1784
There is nothing which has yet been
contrived by man, by which so much
happiness is produced as by a good
tavern or inn. (21 Mar. 1776)
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Total Personal Engagement
Happiness:• Fun
• Pleasure• Peace-of-mind• Joy• Excitement• Fulfillment
Growth:• Capability• Knowledge
• Skill
Business Impact:
• Productivity• Innovation• Quality• Contribution
Sustainable Individual and Organization Success
Putting the Pieces Together
• Mental• Emotional• Social• Hope
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Developing successful careers is easiest when the current job offers opportunities for mental, emotional and social engagement. Total engagement drives employee happiness, growth, impact and hope which in turn leads to sustainable individual and organization success.
Key #1: Remember that Career Development
Begins with the Current Job
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BACK HOME APPLICATION #1:Maximizing Individual Engagement
Don’t try to guess what your people need in order to become fully engaged. Ask them!
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Key #2: Clarify the Appropriate Division of Responsibility
The Employee has the primary responsibility to:• Manage his or her performance and career• Honestly assess career motivations, skills, competencies and gaps• Obtain input/feedback (360 Feedback/MBTI/Performance Management Process)• Seek appropriate development experiences in current position and use the online job
posting process for development experiences outside of current position
Supervisors have responsibility to:• Provide candid feedback and coaching on developmental strengths and gaps• Focus on crafting employee development efforts and challenges through experience/on the job
activities connected to the employee’s needs• Know when formal education and/or training is also an appropriate development solution• Communicate and discuss career tracks that are appropriate for the employee• Provide honest input on how realistic employee job/career aspirations are and whether or not
the business need exists for in position promotion
Development—A Shared Responsibility
15© ConocoPhillips
The Company is responsible for providing Career Development strategy and tools
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Available Tools at ConocoPhillips
• Employee Profile
• Career Express
• Career Link
• Career Management Web Pages
• Career Management Workshops
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ConocoPhillips Resources to ConocoPhillips Resources to Help People Begin the ProcessHelp People Begin the Process
IDPs are required for all employees seeking educational opportunities, mutual development opportunities (most likely a high potential), position changes, or voluntary career changes. Additional requirements should be governed by the local BU or TMT.
IDPs are required for all employees seeking educational opportunities, mutual development opportunities (most likely a high potential), position changes, or voluntary career changes. Additional requirements should be governed by the local BU or TMT.
17© ConocoPhillips
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ConocoPhillips Resources to Help ConocoPhillips Resources to Help People Begin the ProcessPeople Begin the Process
• Making Your Mark (available)• Mastering My Career (available)• Mastering My Career for Senior Professionals (2nd Quarter
2008)• Career Leadership Skills (available)
The Supervisor’s role:
After the individual creates an IDP, you should discuss it with her/him to ensure:a. It effectively aligns the strengths, needs and interests of the individual with the
business needs and opportunities at ConocoPhillips, andb. That s/he has the support s/he needs to successfully implement the plan.
Workshops Sponsored by ConocoPhillips
Designing My Career (online resources in development)
Self-Study Materials
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Key #3: Help People Find Their Sweet Spot—The COP Model
COMPETENCE—things you do
naturally well
PASSION—things you love to do
ORGANIZATIONAL NEEDS
a.
c.
d.
e.b.
f.
©
g.
© ConocoPhillips and Zenger/Folkman
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Help People Find Their Sweet Spot (Continued)
• COMPETENCE—those areas of skill and ability that you do naturally well
• ORGANIZATIONAL NEEDS—Ideas, projects, activities, behaviors, etc. that contribute directly to the organization’s success
• PASSION—Those things that you love to do, independent of how well you do them
© ConocoPhillips and Zenger/Folkman
©
©
©
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Help People Find Their Sweet Spot (Continued)
1. Your direct reports’ best chances for doing work that will keep them fully engaged exist in segment ___.
2. Given the organization’s current needs, the highest priority learning needs of your direct reports probably exist in segment ___, and then segments ___ and ___.
3. Our hobbies may emerge from segments ___ and ___.
4. Long-term career opportunities will emerge from ___ and ___.
Total engagement is only possible when people focus their energies on finding and developing the opportunities that truly fit.
e
e b ac f
e c
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Key#4: Help People Create Development Plans that Really Work
Growing and Developing
Employees in ConocoPhillips
Experience
Formal Training & Education
Individual Relationships & Feedback
~70%
~20%
~10%
*100 Things You Need to Know: Best People Practices for Managers & HR, Robert W. Eichinger, Michael M. Lombardo, David Ulrich, Lominger Limited, Inc. Minneapolis, USA. 2004
Your role as a manager• Teach the Principle• Provide the opportunities
21© ConocoPhillips
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Ability
High
Low
MotivationHigh Low
B C
A D
X
Key #5: Hold Timely andMeaningful Career Conversations—The Engagement Cycle: Get the Timing Right
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Where are you in the Engagement Cycle?
1 2 3 4
26%
0%
16%
58%
1. Quadrant A
2. Quadrant B
3. Quadrant C
4. Quadrant D
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Are any of your subordinates in quadrant C or D?
1 2
29%
71%1. Yes
2. No
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Engagement Cycle and Five Stages
Why do some people end up in quadrants C and D?
Ability
High
Low
MotivationHigh Low
Creating
Sharing
Leveraging
Acquiring
ApplyingB C
A D
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The Five Career Stages
• Institutionalizing knowledge (e.g., best practices) and building organization capability.
• Championing new systems, products, work processes, etc.
• Shaping/making decisions that cross organizational boundaries.
• Building the ability and confidence of others:—coaching —teaching—motivating—clarifying—giving
feedback
• Building team capacity.
• Questioning the status quo.
• Adapting existing knowledge to new uses.
• Inventing (but not championing) new methods, products, technologies, etc.
• Completing important tasks independently.
• Demonstrating mastery.
• Taking initiative within established norms or parameters.
• Learning from others and from experience.
• Moving towards mastery.
• Acting under direction from others.
Leveraging Knowledge
Sharing Knowledge
Creating Knowledge
Applying Knowledge
Acquiring KnowledgeAcquiring Knowledge
Applying Knowledge
Creating Knowledge
Sharing Knowledge
Leveraging Knowledge
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Where is the greatest gap in your non-supervisory population?
1 2 3 4 5
0%
6%
28%
56%
11%
1. Stage 1
2. Stage 2
3. Stage 3
4. Stage 4
5. Stage 5
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Individual’s Roles and Responsibilities
Coach’s Roles and Responsibilities
• Initiate and lead
• Prepare the agenda (IDP)
• Share information about self
• Present ideas and plans for expanding contributions and improving alignment
• Ask for and be open to feedback
• Create the career plan
• Develop a career plan based
on 70:20:10 principle
• Be open, available, supportive
• Follow individual’s agenda
• Listen and ask questions
• Help identify and secure opportunities for expanding contributions and improving alignment
• Provide honest feedback on learning opportunities
• Provide feedback on career development plan
• Help identify and secure opportunities to “learn by doing”
A Division of Responsibilities
for Career Discussions
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ConocoPhillipsConocoPhillipsIndividual Development PlanIndividual Development PlanIDPIDP
25http://estream.conocophillips.net/hr/learning/content/IndividualDevelopmentPlan.doc
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Practice Discussion: Decisions, Decisions!
Timings:1. Preparation (5 minutes)2. Hold discussion (10 minutes)3. Debrief (10 minutes)
Roles:Manager viewpoint/role — pages 26 and 27Direct report viewpoint/role — pages 28 and 29Observer notes— pages 30 and 31
Debrief Sequence:1. Direct report and manager read each other’s viewpoints and
everyone completes the assessment on page 322. Manager self-critique3. Direct Report gives feedback to manager4. Observers give feedback to manager
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Research says:
Having no plan is better than a poor plan! If a career plan is
neither achievable nor supported, it will usually do more harm
than good.
Corporate Leadership Council, 2005
From your own experience, how does a “poor” career plan do more
damage than no plan?
Key #6: Anchor Career Plans in Reality
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What is a Career Path?What is a Career Path?
A career path is the general direction a person’s career might take. It is defined from several dimensions, but is usually fairly broad in nature, e.g., line or staff, technical or managerial, marketing or operations, research or commercial, upstream or downstream, etc.
33© ConocoPhillips
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What is a Career Path?What is a Career Path?
“Career path implies a well worn route. The
truth is that you make your own way running
around the organizational bushes and
brambles.”
Richard A. Moran
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What are the Career Paths at ConocoPhillips*?What are the Career Paths at ConocoPhillips*?
Local Career Paths---Salary and Progression is locally or represented agreement basedManaged locally or by represented agreementLocal professional, clerical or technician ranks
57%
40%
Nationally Based Industry Professions
Salary and Progression are nationally
and/or globally basedBusiness Professional (HR, GSS,
Finance)Downstream Technical
Upstream TechnicalLegal Aviation Medical
Purchasing Non-Technical Sales
~10%Supervisors and
managers
Executive & Senior Management3%
* These figures do not include store/retail employees.
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How Does Someone How Does Someone Change Change Career Paths??
• Voluntary
• Mutually directed development
• Business need
• Voluntary
• Mutually directed development
• Business need
Career paths can change under the following Career paths can change under the following circumstances:circumstances:
35© ConocoPhillips
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What Influences Career What Influences Career Path Opportunities?Path Opportunities?
35© ConocoPhillips
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Planning for Implementation
• Review Back-Home Applications #1 through #4.
• Review you notes for this module and record your action ideas in your “Implementation Log.”
• Use Post-It notes to flag important pages and tools.
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