Ma’aden HR Case Studies...Economies moving? 7 The top 20 largest economies in the world (in 2016 billions USD) nom GDP Rank Country 2016 Country 2030 Country 2050 1 United States
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Ma’aden HR Case StudiesHuman Capital Department
GPCA Convention
24 September 2019
1
Who We Are?
“Sustainable mining champion with global presence”
Operational, capital and
commercial excellence
• Grow sustainably in Saudi
phosphate, aluminum, gold and
base metals
• Grow in Saudi selected industrial
minerals
• Champion the development of
the Saudi mining sector
• Operational, capital and
commercial excellence• Competitive cost position
• Profitability and returns in line with
international peers
• Leverage digital technology to
improve efficiency across assets
• Leverage world class selected
KSA deposits to be a world
leader
• Grow globally in selected
commodities
Foundations – Sustainability and capability building
• Build best in class safety culture and practices across the organization and foster a zero harm
environment
• Develop new capabilities and leaders across our core business to deliver Ma’aden’s growth
aspirations
• Lead stewardship of the Kingdom’s mining industry and its ecosystem
National mining
champion
Global
presenceA B C
D
SOURCE: Ma’aden 2025 Strategy (2016)
2
GPCA Human Capital – Presenters
3
Rene ThumbranDirector, Leadership
Development &
Organizational
Effectiveness
Andrew IronsManager, Strategic HR
Business Partner
Rana AlBabtainManager, Center of
Expertise
Abdulelah AlGhanem
Sr. Specialist,
Organizational
Effectiveness
Marjo Louw
Director, Majolo Global
Solutions
NEW WORLD OF WORK
What does it mean for HR?By Marjo Louw
4
1
35
7
6 2
4
WORLD
PERSPECTIVE
NEW WORLD OF WORKDiscussion journey
INDUSTRIAL
REVOLUTIONS
DISRUPTIVE
TECHNOLOGIES
CHANGING
ENVIRONMENT
WITH EXAMPLES
WHAT DOES IT
MEAN FOR HR?
ADAPTIVE
CHANGE
FUTURE LEADER
AND FUTURE
EMPLOYEE
5
World view - Economies
6
World Economy
(nominal world GDP)
2017 $80tn
2019 $92tn
2030 $140tn
2050 $170 to 190tn
Economies moving?
7
The top 20 largest economies in the world (in 2016 billions USD) nom GDP
Rank Country 2016 Country 2030 Country 2050
1 United States 18,562 China 26,499 China 49,853
2 China 11,392 United States 23,475 United States 34,102
3 Japan 4,730 India 7,841 India 28,021
4 Germany 3,495 Japan 5,468 Indonesia 7,275
5 United Kingdom 2,650 Germany 4,347 Japan 6,779
6 France 2,488 United Kingdom 3,530 Brazil 6,532
7 India 2,251 France 3,186 Germany 6,138
8 Italy 1,852 Brazil 2,969 Mexico 5,563
9 Brazil 1,770 Indonesia 2,449 United Kingdom 5,369
10 Canada 1,532 Italy 2,278 Russia 5,127
11 South Korea 1,404 South Korea 2,278 France 4,705
12 Russia 1,268 Mexico 2,143 Turkey 4,087
13 Australia 1,257 Russia 2,111 South Korea 3,539
14 Spain 1,252 Canada 2,030 Saudi Arabia 3,495
15 Mexico 1,064 Spain 1,863 Nigeria 3,282
16 Indonesia 941 Australia 1,716 Italy 3,115
17 Turkey 830 Turkey 1,705 Canada 3,110
18 Netherlands 770 Saudi Arabia 1,407 Egypt 2,990
19 Switzerland 662 Poland 1,015 Philippines 2,831
20 Saudi Arabia 638 Philippines 1,007 Spain 2,732
Source: PWC 2017
World view - people
8
World population
2019 7,7bn
2030 8,5bn
2050 9,7bn
ca. 5bn in Asia
World view - companies
9
Impact of
Technology change
Carbon efficient environment
Changing needs of business
and people
18th – 19th
century
Industrial revolutions
19th – 20th
century
20th
century
21st
century
21st
century
Machines starting with
steam > oil >gas
Organizing machines
and new technologies,
production lines
Utilize efficiently
workforce of machines
and people, in synergy
environment (people and
machines dance
together)
Micro processor,
automation, robotics,
nuclear,
computerization,
starting IoT
Change how we work,
AI, machine learning,
digitization
10
Disruptive Technologies - 2030
Predictions (Forbes) IoT,
AI,
Digital Centralization,
5G,
Seamless Conversation and
Big Data to relevant Data
Driverless cars
Other Disruptive technologies forecasted (McKinsey) Advanced robotics,
Autonomous vehicles,
Next Generation genomics,
Energy storage,
Sustainable Renewable Energy,
3D printing and
Advanced Materials
Adaptability/Agility/Resilience
“
11
The future belongs to those who
believe in the beauty of their
dreams” Eleanor Roosevelt
Disruptive Technologies - 2050
12
According to Apiumhub(with Forbes, Business Insider, Ray Kursweil – Futurist, etc.)
Nanobots will plug our brains straight into the cloud
People reincarnation through AI
AI will become a positive net job motivator
IoT technology will change product designs
Space tourism: a week in orbit
Self-driving vehicles will make driving safer
Charge your smartphone with the power of a plant
Ocean Thermal Energy can take us to 100% renewable-energy
Drone solution for discovering untouched places
Half of current jobs in the world are unlikely to exist in 2050
Changing environment
Carbon efficient
environment or is
it carbonless….
Growing population
increase pressure on
food shortage
Deserts into food
baskets, Saudi,
UAE, etc.
Repetitive work
moved to computers,
AI taking overHigher level of complexity,
Collaboration and
interdependence
13
Examples of rapid change into the future…
Smart City – Singapore, Dubai, KSA
Smart Buildings – Singapore, China, Netherlands
Smart Office – interdependence, creative, easy collaboration
Virtual blended learning – Singapore, KSA
Seamless automation Microchips in or outside body e.g. Token – ring
Skills required – STEM
o Science
o Technology
o Engineering
o Mathematics
14
Future Leaders
15
Future Employees
16
Adaptive change and organizations
Global play
Refocus values
Focus on Employees, Customers, Partners, Environment
o Need for outcomes rather than products
Cultural competence
Diversity and Inclusiveness – continuous evolution
Adaptive
o Agile
o Nimble
o Fast
o Learn, unlearn, relearn
The Futurist
o build capacity to change to be future ready
17
“People don’t want to buy a
quarter-inch drill. They want a
quarter-inch hole.”Theodore Levitt | Harvard Business
School marketing professor
How does it effect HR?
Embrace technology
o e.g. Digitization, cloud enabled interfaces, but remain people focused
Future workforce ready
Global workforce
o Recruitment strategies
o Recruitment platforms– e.g. LinkedIn strategy
o Virtual offices
o Growing Multicultural environment
o Expat vs local redundant?
Strategy advisors and implementers
Planned Diversity and Inclusion
Individual package, growth and career planning
o employee controlled/influenced
Fast track experiential learning
o Learn, Unlearn, Relearn
18
Diversity is having a seat at
the table, inclusion is having
a voice, and belonging is
having that voice heard
“To succeed, organizations must build digital and
human capabilities to unlock new sources of economic
value and achieve improvements in productivity,
flexibility and speed”
Joseph Davis, BGC Chairman, 2019 Top Company
to work for
How to Transform HRBy Rene Thumbran
19
In 2016, Ma'aden defined its strategy to become “A sustainable
Mining Champion with Global presence” which remains intact
“Sustainable mining champion with global presence”
Operational, capital and
commercial excellence
• Grow sustainably in Saudi
phosphate, aluminum, gold and
base metals
• Grow in Saudi selected industrial
minerals
• Champion the development of
the Saudi mining sector
• Operational, capital and
commercial excellence• Competitive cost position
• Profitability and returns in line with
international peers
• Leverage digital technology to
improve efficiency across assets
• Leverage world class selected
KSA deposits to be a world
leader
• Grow globally in selected
commodities
Foundations – Sustainability and capability building
• Build best in class safety culture and practices across the organization and foster a zero harm
environment
• Develop new capabilities and leaders across our core business to deliver Ma’aden’s growth
aspirations
• Lead stewardship of the Kingdom’s mining industry and its ecosystem
National mining
champion
Global
presenceA B C
D
SOURCE: Ma’aden 2025 Strategy (2016)
20
Important Components of the Ma’aden 2025 strategy requires
specific a response from the HR organization to enable the business?
SOURCE: Ma’aden 2025 Strategy (2016)
High Impact,
Customized HR
services, driven by
Business - HR
moves with the
speed of the
business
Differentiated
Employee Value
Proposition
A digitally
enabled, data-
driven employee
experience
Innovative workforce
models that enable
adaptive, remote and
digital work
Leadership and
Culture
Modernized
People Processes
– Talent
Acquisition, PM,
L&D
Highly Skilled HR
Business Partners
Capability
building and a
robust talent
pipeline
21
Growing
Leaders
Managing
talent
Building
People
Capability
Engaging
and
Connecting
Enabling
talent to
create
value
Transforming
HR
Building people capability
Identifying and developing key professional, functional and
technical competencies, behaviours and skills required to
deliver on Ma’aden’s strategy and future work landscape
Transforming HR
Creating an impactful and high performing HR organization
with a strong reputation and track record
Managing talent
Attracting, retaining and developing top talent into critical
roles that creates value
Engaging and connecting
Foster a strong performance culture through inspired,
motivated and engaged employees
Growing leaders
Growing a healthy pipeline of competent leaders, fortified to
create and deliver on Ma’aden’s strategy and fashion
sustainable business success
Sustainable mining champion with global presence
Ma’aden’s people strategy is set to deliver the required capabilities
and the broader people mandate through five distinct levers
“Enabling Talent to Create Value”
22
HR initiatives – high level objectives
National mining
champion
Operational, capital and
commercial excellenceGlobal presence
Sustainability and
capability buildingA B C
FOUNDATION
HR STRATEGIC INITIATIVE HIGH LEVEL OBJECTIVES (2019)
Managing talent
• Strategic workforce analytics &
planning (SWAP)
• Employee career journey design &
enablement
• Strategic talent requirements
• Build HR M&A Capability
• SWAP capability in Ma’aden
• Career pathways & job profiles
• Conduct C&B surveys (ECA, Hay,
etc)
Growing leaders • Talent and leadership
• Succession planning
• HIPO programs
• Focused development
• TRC & sub-TRC institutionalized
People capability
building
• Functional & technical capability
• Partnerships
• Professional development
• Strategic priority capabilities
identified and developed
• Introduced blended learning
i.e. Digitalization
• Partnerships MOE, TVTC,
Universities
• Professional certification (e.g.
Mining & Geoscience)
Engaging &
connecting
• Performance management
• Employee value proposition (EVP)
& Employer Branding
• High performing culture
• Constant dialogues enabled
through Digitalization
• Enhanced Employee
Engagement
• EVP (remote locations, female
talent) and D&I
• Recognized and respected
Ma’aden employer brand
HR
Transformation• Professionalise HR
• Fully functional HRBPs
• Improved HR competence
• Continuous HR development
• Relevant Policies & Procedures
• HR metrics aligned to business
imperatives
Ma’aden’s People Strategy – Business plan & budget
23
• Attraction & Branding
• Recruitment
• Talent Sourcing
Ma
’ad
en
202
5 a
nd
Peo
ple
Str
ate
gy
Strategic Workforce
Planning
• Skills Demand & Supply
• Talent Analytics
• Resource Balancing
The Ma’aden Integrated Talent Management Framework
Career
Architecture
Career Paths per discipline
Job families
Job level
Competency Matrix
Job Profile
Succession Planning
Job Context
Identify work that needs
to be done as per the Job
Profile of the individual
Strategic Sourcing
and Recruitment
Organisational Design
& Staffing Models
Organizational Design
&
Staffing Models
Compensation &
Benefits
Performance
Management
Learning &
Development
Functional
competenceLeadership
Development
Ma’aden
AcademyMa’aden Way
Individual
Development Plan
Talent Identification
TRC & Sub-TRC
Assessment
Focused Performance Dialogues• Course Correction
• Development Focus
• Engagement
• Empowerment
Basic Salary &
Employee Benefits
Annual
salary
increase
Bonuses e.g.
Ramadan,
Performance
Allowances e.g.
Housing,
Transportation,
Remote Area
24
Initiative roadmap
Ma’aden’s People Strategy – Business plan & budget
2019 2020 2021 2022 2023 2024 2025
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2019 2020 2021 2022 2023 2024 2025
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Strategic Workforce Analytics and Planning (SWAP)* Pilot in one BU* Medium and long term talent needs & actions* Key positions and succession plans
HR blueprint for M&As
Employee journey & learning map* Pilot PDP* Align HR service proposition* PDP established key talent acquisition strategy
High potential talent (HIPO)* Technical segment* Focused development (N-3)* Retention* HIPO development programs
Succession planning* Senior leadership (N-1 & N-2)
Functional & technical* Deliver capacity building on strategic priority capabilities and key competencies for BUs * Establish Ma'aden academy core mechanism for people capability building* Blended learning model harnessing digital solutions* Partnerships with Ministry of Education (MOE) and Technical and Vocational Corporation (TVTC)
HR capability * HR Competency framework* HRBPs for BUs* Ma'aden academy infrastructure
HR service* Review policies and procedures* HR score card & metrics* HR authorisations and approvals framework
Strategic Workforce Analytics and Planning (SWAP)* Roll out to rest of Ma'aden
* Medium and long term talent needs & actions* Key positions and succession plans
Integrated talent management framework* Gaps and opportunities
Strategic Workforce Analytics and Planning (SWAP)* Theme deep dive* Refresh
Strategic Workforce Analytics and Planning (SWAP)* Theme deep dive* Refresh
Strategic Workforce Analytics and Planning (SWAP)* Theme deep dive* Refresh
Strategic Workforce Analytics and Planning (SWAP)* Theme deep dive* Refresh
Employee journey & learning map* Key approach to EVP
Employee value proposition (EVP)* Review and update employee journey mapping
Succession planning* Critical positions N-3
Talent identification cycle* Annual* Digitalisation
Talent identification cycle* Annual
Succession planning* Critical positions N-4
High potential talent (HIPO)* Focused development (N-5)
Talent identification cycle* Annual
Talent identification cycle* Annual
Functional & technical* Ma'aden academy formally accredited* Enhance digitalisation* Building capability aligning SWAP
Succession planning* Critical positions N-5
High potential talent (HIPO)* Focused development (N-6)
Talent identification cycle* Annual
Functional & technical* Building capability aligning SWAP* Foster continuous learning culture
Succession planning* Critical positions N-6
Talent identification cycle* Annual* Review TRCs & sub-TRCs to forge BU integration
Functional & technical* Building capability aligning SWAP* Foster continuous learning culture
Functional & technical* Building capability aligning SWAP* Foster continuous learning culture
Professional development* Professional certification programs for other key and strategic business disciplines* Mobility and cross functional learning* Partnerships with other companies harnessed
Performance management* Upskill rest of Ma'aden to have crucial conversations * Career and individual development integral to PM
Performance management* Culture of effective performance dialogue instilled
Employee engagement survey* Focus group actions implementation
Employee engagement survey* Focus group actions implementation
Employee engagement survey* Biennial
Employee engagement survey* Focus group actions implementation
Employee engagement survey* Biennial
D&I* Further enhancement
D&I* Further enhancement
D&I* Further enhancement
D&I* Further enhancement
High potential talent (HIPO)* Focused development (N-4)
Duel career pathways* Technical and managerial* Job & competency models
*PDP and other partnerships with MOE/TVTC etc to be integrated young talent pipeline and PDP in alignment with SWAP
HR service* HR operating model* HR value chain* HR authorisation & approval framework* Technology & digitalisation* Review policies & processes (outcome from employee journey mapping)
HR capability * HR academy
Performance management* Upskill N-4 to have crucial conversations * Digitalise PM - roll out to rest* Career and individual development integral to PM
Functional & technical* Partnerships with MOE and TVTC* Establish community of practice
Professional development* Establish safety mindset* Employee competencies mapped vs competencies dictionary* Mobility and cross functional learning
HR service* HR SDM & Service Catalogue with SLAs Defined* Review policies & processes (outcome from employee journey mapping)
Functional & technical* Integration with integrated talent management framework
Professional development* Safety culture* Targeted development programs for major job families* Mobility and cross functional learning* Partnerships with other companies established
Employee engagement survey* Biennial
EVP* One Ma'aden campaign* Organisation health and employee well being
D&I* Further enhancement
Performance management* Upskill N-5 to have crucial conversations * PM - 'business as usual'* Career and individual development integral to PM
HR capability * HR academy program established as integral part of individual development plans
HR service* HR SDM & Service Catalogue with SLAs refined
HR capability * Continue cultivating business HR
HR service* People strategy and HR OM refresh
HR capability * Business HR enabling talent to create value
Employee journey & learning map* Roll out to rest of Ma'aden* Align HR service proposition
* Digitalisation: PDP capability learning
TRCs and sub-TRCs* Refine charters* Include in corporate calendar
Professional development* Partnerships with leading external academy institutions*Geoscience & Mining certification*Upskill safety competencies* Mobility and cross functional learning* Digitalisation (learning anywhere, any time)* Partnerships with leading external academy institutions
Employee value proposition (EVP)* Remote areas* Key skills* Female talent* Partnership with BUs* Branding: Have a strong presence on LinkedIn
D&I* Review HR policies to support hiring people with disability
Employee engagement survey* Biennial
Compensation & benefits * Benchmark with KSA market* Review and amend
Performance management* Upskill leaders to have crucial conversations (N-3)* Digitalise PM - Pilot snr leaders
25
Transforming HR and delivering on the People Program require a
thorough review of the HR Value Chain and service delivery model …
Ma’aden People Program
Guiding Principles
and Design
Elements
Improved HR
Delivery
Service Delivery
Model
HR Processes
Authority MatrixService
Management
Technology /
Automation/
Digitization
HR Value Chain
Processes
Technology & Systems
People
Performance
Getting the
Basics Right
External
Benchmarking &
Analysis
26
The HR organization has developed a two pronged approach to
accelerate its HR Strategy implementation.….1) building the future in sprints and 2) protects and enhances the core
Employee journey design &
enablement
• HR Policies & processes
• Technology/digital & digitalization
• Career & Learning journeys
(optimize job descriptions)
• Customer lead design (EE
experience)
Functional & Technical Training
• Strategic priority capabilities
• Fostering a safety culture
Professionalize HR Service Delivery
• HR Operating model
• HR Capability building
• Digital HR
Leadership development
• Enhance current leadership
competencies
• Change Leadership
Improving current state – efficiency &
effectiveness
SLOWER PACE
LONG-TERM BUSINESS IMPACT
Professional development
• Mining certification & geoscientist
development
• Upskill safety competency
• Blended learning
Key Talent
• Engagement & learning (MPEP,
MTEP, MBEP, MEEP)
• Retaining critical talent
• Critical leaders’ succession
Performance Management
• Digitizing & experience
PDP employee journey map
• Employee experience
Employee Value Proposition
• Remote areas (attraction &
retention)
• Ma’aden champion of Diversity &
Inclusion (D&I)
Business HR
• Professional HR Business Partners
Agile, Adaptive, Responsive, Competitive
Advantage, Innovate, New, Test & Learn
QUICK BUSINESS IMPACTLink between Operational and New
World
Strategic People Planning• Short (immediate) and strategic (new world)
talent needs
• Talent Gap & action
• Succession Planning
TRANSITION & CHANGE MANAGEMENT
Accelerate & Scale27
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