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HR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources – Halliburton

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Page 1: HR Transformation & Strategy Overview - c.ymcdn.comc.ymcdn.com/sites/ · PDF fileHR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources ... for HR staff

HR Transformation & Strategy Overview

Mahesh PuducheriVice President Human Resources – Halliburton

Page 2: HR Transformation & Strategy Overview - c.ymcdn.comc.ymcdn.com/sites/ · PDF fileHR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources ... for HR staff

Halliburton Global Franchise

• 60,000 employees in approximately 80 countries

• $18 Billion in Revenues in 2010 (Fortune 200 company)

• Market Capitalization: ~$40 billion

Page 3: HR Transformation & Strategy Overview - c.ymcdn.comc.ymcdn.com/sites/ · PDF fileHR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources ... for HR staff

So What’s Changing…

• Business Landscape

• Investor

• Customer

• Employees/Talent

• Community

Page 4: HR Transformation & Strategy Overview - c.ymcdn.comc.ymcdn.com/sites/ · PDF fileHR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources ... for HR staff

Overall Themes from Executive Interviews

Halliburton Overall• Strong people, focused on the

customer and driven to execute

• Viewed by customers as reliable, trustworthy and solving the hard problems

• Siloed, too conservative in marketing and upselling customers

• The future is an increased focus on customer needs by providing integrated, innovative solutions

• Employees of the future must have technical depth, yet have increased capability to work across PSLs

• Increased local talent and leadership is critical

HR Overall • Recognition that HR is trending

upward overall the past 3-4 years

• Systems and tools highlighted as effective and best practice

• Strong senior team talent, but significant talent gap at country/local level

• Too much “drive-by” HR, leaders want more insights from dedicated HRBPs.

• Need increased business acumen for HR staff

• Increase alignment of HR metrics to business metrics

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Organizational Capabilities – Top 3

Capability Description: We are good at … Mentions

LeadershipBuilding leaders that generate confidence in the future (includes one

mention of delegation and empowerment)16

Strategic UnityCreating a shared agenda and broad commitment and engagement

around our strategy (includes two mentions of shared mindset)6

Customer Connectivity

Fostering strong and enduring relationships of trust with target customers 15

CollaborationWorking together across boundaries to ensure leverage and efficiency

(includes one mention of partnership)6

Learning Generating, generalizing and implementing ideas with impact 0

InnovationCreating new products, services and ways of working that are

commercially successful11

TalentAttracting, motivating, developing, and retaining talented and committed

people9

Speed Making important changes rapidly 3

EfficiencyReducing the costs of our business activities without hurting the core

business2

AccountabilityCreating and enforcing standards that lead to high performance and

execution9

Page 6: HR Transformation & Strategy Overview - c.ymcdn.comc.ymcdn.com/sites/ · PDF fileHR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources ... for HR staff

Perceived HR Strengths and Needs

Mentions Strengths

9 Effective systems and processes

7 Helpful, responsive people

4 Succession planning / Attention to high-potential employees

3 Energy / Eager to contribute and improve

3 Senior HR managers are effective and talented

Mentions Needs

11 HR talent gap at lower local levels / Disconnect between corporate HR and local execution

10 Understaffed at senior levels / Too much “drive-by” HR partnership

8 HR tends to be too administrative / Transactional

7 Demonstrated business knowledge

5 Increase flexibility, speed

3 Talent acquisition

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Views on HR Organization / Resourcing

Mentions Feedback

12 At senior levels, dedicated HR business partners who are part of the business leadership team (not “drive by”); HR is spread too thin

10 Need to accelerate development of HR talent

9 Need cadre of HR leaders and professionals who are proactive, know the business, are skilled business partners, talent developers and change leaders

8 Need greater HR competence in local markets

5 More high-potential employees spend time in HR as part of their development

Page 8: HR Transformation & Strategy Overview - c.ymcdn.comc.ymcdn.com/sites/ · PDF fileHR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources ... for HR staff

HAL HR Strategy Map

StrategicContext:

CapabilityRequirements:

HR Practices:

LeadershipFor Change:

HR Vision:

HR StrategicPriorities:

To better meet our customer / market segment needs by continuing to innovate our products, services and ways of working

Unity of Identity: Reliable, Problem Solvers, Trustworthy

InnovationCustomer Connectivity Leadership

People/TalentPerformance and

RewardInformation and Communication

Work and Organization

Building HR Leaders and Leadership

Lead. Connect. Innovate.

Get It Right in HR

Talent and Leadership

Pipeline

Build a High Performance and Rewards

Culture

Business Development

and Sales Capabilities

Integrated Solutions

Across PSLs

Implement

Page 9: HR Transformation & Strategy Overview - c.ymcdn.comc.ymcdn.com/sites/ · PDF fileHR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources ... for HR staff

HAL Strategic HR Priorities

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Team 1: Talent and Leadership Pipeline

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INDIVIDUAL CONTRIBUTOR

FRONTLINE

OPERATIONAL

TRANSFORMATIONAL

STRATEGIC

ATTRACTION &

SELECTION

ATTRACTION &

SELECTION RETENTION &

REALIGNMENT

RETENTION &

REALIGNMENT

ASSESSMENT & DEVELOPMENTASSESSMENT & DEVELOPMENT

Talent Pipeline Pyramid

Page 12: HR Transformation & Strategy Overview - c.ymcdn.comc.ymcdn.com/sites/ · PDF fileHR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources ... for HR staff

Team 2: Build a High Performance and Rewards Culture

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High Performance

Culture

Engage and Reward

Employees

Drive Company Performance

Optimise Human Capital

� Align resources and create/reinforce a culture of excellence.

� Identify and meaningfully reward high performing employees.

� Optimise human capital and drive effective talent management practices

1

2

3

Business Case For A High Performance Culture

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Goals, performance assessments and rewards do not differentiate between high performers and low performers.

Goals, performance assessments and rewards do not differentiate between high performers and low performers.

Current State

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Future State

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Team 3: Business Development and Sales Capabilities

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What Did We Learn – What Can We Influence?

Identify Top Talent BD Career Path BD Training

1. Leverage and refine our

process for determining

high potential employees

1. Identify key roles &

criteria for methodical

career progression

1. Focus training on creating

solution focused BD who

know how to identify and

apply the technical

expertise required to win

the work

2. Compile the

competencies and

behaviors that are

shared across high

performers and high

potentials

2. Ensure right people

are in the right roles at

the right time

2. Invest training dollars in

top talent

3. Create success profiles

based on these shared

competencies, behaviors

and skills

3. Identify and strengthen

our pipeline for each

key role

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Team 4: HR Partnering to Drive Cross-PSL Solutions Strategy

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Cross PSL Solutions

OptimizedDrilling Performance

Reservoir Insight

Digital Workflows

Page 20: HR Transformation & Strategy Overview - c.ymcdn.comc.ymcdn.com/sites/ · PDF fileHR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources ... for HR staff

Team 5: Get It Right in HR

Page 21: HR Transformation & Strategy Overview - c.ymcdn.comc.ymcdn.com/sites/ · PDF fileHR Transformation & Strategy Overview Mahesh Puducheri Vice President Human Resources ... for HR staff

The New Model of HR Competence

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Summary

Build BD & Sales Capabilities

Cross PSL Solutions

Build a high performance & rewards culture

Talent & Leadership Pipeline