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Talent Management in Turbulent Times : Internal Talent Identification and Strategic Hiring

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National HRD Network
National HRD Network

This document discusses talent management strategies in turbulent times. It defines talent as high-performing individuals with the potential to succeed in senior positions. Potential is an evolution that now considers more than just competencies. BPCL evaluates potential based on ability, aspiration, and engagement. It faces challenges like changing demographics and skills gaps. Its talent strategies include developing culture, learning programs, and using tools like the Growth Factor Inventory to assess potential in new hires. The goal is to build capabilities to achieve goals, enable employee growth, and create a great place to work with engaged and empowered employees through learning and coaching programs.

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Talent Management in Turbulent Times : Internal Talent Identification and Strategic Hiring
Talent : Defined • What is Talent?? – Individual with a natural aptitude or skill – Individual with a special ability that he applies to do something well – Individual having capacity for achievement or success in the chosen area
Talent : Defined • BPCL’s definition of Talent : – a high Performing individual with the Potential to rise and succeed in more senior and critical positions
Potential Defined : The Evolution Physical Attributes IQ, experience and past performance Competency Based Potential In the Current VUCA environment (Volatile, Uncertain, Complex, Ambiguous), competency based models are becoming inadequate indicators As per Oxford dictionary, potential is defined as ‘Latent qualities or abilities that may be developed and lead to future success or usefulness’ Pre 20th Century, choices were made based on physical attributes; for eg: for the construction of Pyramids, to dig a canal or harvest crops, we chose the fittest, healthiest and strongest people During 20th Century, work was getting standardized. Most roles were relatively similar across companies and industries. Therefore past experience was a good indicator Post 1980s, Technological evolution and industry convergence made jobs more complex. Therefore jobs were decomposed into competencies
Potential - redefined “The first indicator of potential we look for is the right kind of motivation: a fierce commitment to excel in the pursuit of unselfish goals. High potentials have great ambition to leave their mark but they also aspire for big, collective goals, show deep personal humility and invest in getting better at everything they do” by Claudio Fernandez – Araoz Senior Advisor Egon Zehnder HBR June 2014
Potential in BPCL ABILITY ASPIRATION ENGAGEMENT The extent to which an individual wants and desires: Prestige & Recognition Advancement, Influence Financial Rewards Overall Job Enjoyment Willingly adjusts work- life balance A combination of innate characteristics and learned skills that an employee uses to carry out their day-to-day work An employee’s engagement results from their emotional and rational commitment to the organization
Turbulence Deconstructed • Challenges for HR : Global Perspective – Globalisation – Demographics – Leadership Pipeline • Challenges for HR : Indian Perspective – Demographics – Challenging market conditions/Opening up of markets/deregulation – Skill /Capability gap – Leadership pipeline – Entry level Attrition – Expectation gap of millenials – Capability to identify talent
Expectations of High Potentials Autonomy: The freedom to direct our lives Mastery : Craving, desire to excel Purpose : Search for meaning, the yearning for our work to serve something larger than ourselves Stretch: Challenge, pushed to the edge of the boundary of current level of competencies Transparencies and Fairness: Consistency and coherence in management signals particularly in HR processes
The BPCL way • Reinvented our definition of culture and values • ASCEND • Learning Framework • Integrated Career Development Framework • Coaching • Innovative Learning Forums • Higher studies : S P Jain • Forums for youth
Talent Management in Turbulent Times : Internal Talent Identification and Strategic Hiring
What we look for while hiring The Growth Factor Inventory (GFI) solves a key problem that organizations face in assessing the potential of the prospective hires at the entry/junior level.  Eagerness to Learn  Breadth of Perspective  Understanding others  Personal maturity
What Next?  Stabilise, refine and mature in these processes  Leverage technology  Develop line managers as coaches
The Vision • We are the most admired global energy company leveraging talent and technology – We enable employees realize their true potential – We build organizational capabilities for achieving breakthrough results and global aspirations. • We are a great organization to work for – We have people who are highly engaged, empowered and energized • We are a learning organization – We build organizational agility for change
Thank You
The internal demographic profile of BPCL 744 230 50 73 116 103 105 30 52 441 188 67 65 72 103 53 0 101 390 165 112 144 176 123 1 2 45 98 190 196 215 155 0 0 2 12 75 143 180 123 0 0 1 14 83 137 116 0 0 5 53 62 0 17 38 0 7 18 5 < THAN 25 YRS 25 TO 30 YRS 30 TO 35 YRS 35 TO 40 YRS 40 TO 45 YRS 45 TO 50 YRS 50 TO 55 YRS > THAN 55 YRS J/K I H G F E D C B A
Talent Management in Turbulent Times : Internal Talent Identification and Strategic Hiring
Talent Management in Turbulent Times : Internal Talent Identification and Strategic Hiring

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Talent Management in Turbulent Times : Internal Talent Identification and Strategic Hiring

  • 1. Talent Management in Turbulent Times : Internal Talent Identification and Strategic Hiring
  • 2. Talent : Defined • What is Talent?? – Individual with a natural aptitude or skill – Individual with a special ability that he applies to do something well – Individual having capacity for achievement or success in the chosen area
  • 3. Talent : Defined • BPCL’s definition of Talent : – a high Performing individual with the Potential to rise and succeed in more senior and critical positions
  • 4. Potential Defined : The Evolution Physical Attributes IQ, experience and past performance Competency Based Potential In the Current VUCA environment (Volatile, Uncertain, Complex, Ambiguous), competency based models are becoming inadequate indicators As per Oxford dictionary, potential is defined as ‘Latent qualities or abilities that may be developed and lead to future success or usefulness’ Pre 20th Century, choices were made based on physical attributes; for eg: for the construction of Pyramids, to dig a canal or harvest crops, we chose the fittest, healthiest and strongest people During 20th Century, work was getting standardized. Most roles were relatively similar across companies and industries. Therefore past experience was a good indicator Post 1980s, Technological evolution and industry convergence made jobs more complex. Therefore jobs were decomposed into competencies
  • 5. Potential - redefined “The first indicator of potential we look for is the right kind of motivation: a fierce commitment to excel in the pursuit of unselfish goals. High potentials have great ambition to leave their mark but they also aspire for big, collective goals, show deep personal humility and invest in getting better at everything they do” by Claudio Fernandez – Araoz Senior Advisor Egon Zehnder HBR June 2014
  • 6. Potential in BPCL ABILITY ASPIRATION ENGAGEMENT The extent to which an individual wants and desires: Prestige & Recognition Advancement, Influence Financial Rewards Overall Job Enjoyment Willingly adjusts work- life balance A combination of innate characteristics and learned skills that an employee uses to carry out their day-to-day work An employee’s engagement results from their emotional and rational commitment to the organization
  • 7. Turbulence Deconstructed • Challenges for HR : Global Perspective – Globalisation – Demographics – Leadership Pipeline • Challenges for HR : Indian Perspective – Demographics – Challenging market conditions/Opening up of markets/deregulation – Skill /Capability gap – Leadership pipeline – Entry level Attrition – Expectation gap of millenials – Capability to identify talent
  • 8. Expectations of High Potentials Autonomy: The freedom to direct our lives Mastery : Craving, desire to excel Purpose : Search for meaning, the yearning for our work to serve something larger than ourselves Stretch: Challenge, pushed to the edge of the boundary of current level of competencies Transparencies and Fairness: Consistency and coherence in management signals particularly in HR processes
  • 9. The BPCL way • Reinvented our definition of culture and values • ASCEND • Learning Framework • Integrated Career Development Framework • Coaching • Innovative Learning Forums • Higher studies : S P Jain • Forums for youth
  • 11. What we look for while hiring The Growth Factor Inventory (GFI) solves a key problem that organizations face in assessing the potential of the prospective hires at the entry/junior level.  Eagerness to Learn  Breadth of Perspective  Understanding others  Personal maturity
  • 12. What Next?  Stabilise, refine and mature in these processes  Leverage technology  Develop line managers as coaches
  • 13. The Vision • We are the most admired global energy company leveraging talent and technology – We enable employees realize their true potential – We build organizational capabilities for achieving breakthrough results and global aspirations. • We are a great organization to work for – We have people who are highly engaged, empowered and energized • We are a learning organization – We build organizational agility for change
  • 15. The internal demographic profile of BPCL 744 230 50 73 116 103 105 30 52 441 188 67 65 72 103 53 0 101 390 165 112 144 176 123 1 2 45 98 190 196 215 155 0 0 2 12 75 143 180 123 0 0 1 14 83 137 116 0 0 5 53 62 0 17 38 0 7 18 5 < THAN 25 YRS 25 TO 30 YRS 30 TO 35 YRS 35 TO 40 YRS 40 TO 45 YRS 45 TO 50 YRS 50 TO 55 YRS > THAN 55 YRS J/K I H G F E D C B A