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HR Line ISSUE 3 - February 2013
Building Business Success
Oman Oil Launches The Takatuf Scholars Programme
The 2nd HRD Expo 2012
Introduction We endeavor to take action in response to every representation, written or spoken, that we receive. We hope that the contents of this newsletter will demonstrate our commitment to responding to your ideas and provide a snapshot of the many initiatives we are currently engaged in as well as some of our achievements during the last few months. The following achievements mentioned in this newsletter can be illustrated in terms of Leadership, HR Transformation, Employee Relations, and mostly Building Pride. All of these initiatives support our goal of strengthening and developing human capital development and talent management not only for Oman Oil and its affiliated companies, but also for Oman as a whole. Our core values have been nicely summarized by the American author Denis Waitley, who wrote “there are two primary choices in life: to accept conditions as they exist, or accept the responsibility for changing them�. We have accepted the responsibility for changing them.
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Khalid Al Jashmi Head of HCU
Building Business Success........ 3
Oman Oil Launches The Takatuf Scholars Programme......... 9
Leading the way Leading with impact....17
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Building Business Success The Human Capital Unit “Takatuf” has partnered with The RBL Group to transform HR and build a capability at OOC and its partner companies in order to develop and support the various HR teams to meet the business requirements and growth challenges they currently face. A successful HR transformation increases the value human resources adds to the business. This is a simple statement and one that is easy to gloss over, but it reflects an approach to transformation that is not always practiced. Simply stated, the biggest challenge for HR professionals today is to help their respective organizations succeed. In businesses, promoting success may mean reducing costs, increasing market share, growing in global
markets, or innovating new products or services. HR professionals often focus internally on the function of HR rather than externally on what customers and investors need HR to deliver. If HR professionals are to truly serve as business partners, then their goals must be the goals of the business. Transforming HR professionals into business partners isn’t an end in and of itself; it’s the means to a strategic, business-oriented end. When the HR function is redesigned,
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HR practices may also need to be revamped. HR transformation means doing the work of HR in a different way. Dave Ulrich’s four-phase model for HR transformation ensures that HR drives business success and avoids the common pitfalls of such efforts. This model addresses four simple questions about HR transformation: Phase 1: Build the business case. (Why do transformation?) HR transformation begins with a clear rationale for why transformation matters. This is addressed terms of knowing the business context and building a case for change. Phase 2: Define the outcomes. (What are the outcomes of transformation?) This phase clarifies the expected outcomes from the transformation. What should happen because we invest in HR transformation? Answers to this question defines the outcomes of HR transformation as the capabilities of a firm or the intangibles that an investor values. Phase 3: Redesign HR. (How do we do HR transformation?) HR transformation requires change in HR strategy around HR Departments (centers of expertise, service centers, outsourcing), HR Practices (in people, performance, communication and work), and HR Professionals (the competencies which have evolved for HR professionals to meet today’s demands).
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“A successful HR transformation increases the value human resources adds to the business�
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“HR transformation is not about doing HR; it is about building business success�
Phase 4: Engage line managers and others. (Who should be part of the HR transformation?) HR transformation requires that many people participate in defining and delivering the transformation and focuses on transferring ownership to line management and on strategies for building HR’s capability to create sustained change. HR transformation is not about doing HR; it is about building business success.
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Oman Oil Launches The Takatuf Scholars Programme
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Under the auspices of His Excellency, Dr Abdulla bin Mohammed Al Sarmi, Undersecretary of the Ministry of Higher Education, Oman Oil Company officially launched The Takatuf Scholars Programme in a ceremony in Muscat on Wednesday, 7 November, 2012. The Takatuf Scholars Programme was initiated in the spring of 2012 by Oman Oil Company as a part of its Corporate Social Responsibility commitment. Operating under the umbrella of OOC’s Human Capital Unit, Takatuf,
the initiative reflects its understanding of the importance of nurturing talent today to provide leaders for the future. The Programme offers some of the Sultanate’s brightest and best Grade 11 students a range of intellectual and personal experiences that will prepare them to be successful independent learners, global citizens and leaders for and in the Sultanate of Oman. The Programme involves selecting 60 Scholars each year to be enrolled in a fourteen-month programme
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that includes a residential summer course and an independent learning phase. Each year, 10 of the 60 Scholars will be selected according to the Programme’s policies and based on merit will receive fully paid scholarships to top international universities. These international scholarships include two years of pre-university preparation in renowned schools and academies and four years of university education culminating in a first degree. The Takatuf Scholars Programme marks a significant addition to the educational landscape of the Sultanate. Stressing the importance of this investment for the future of Oman, Mr. Ahmed Al Wahaibi, CEO of Oman Oil Company, said,“We all need to support and foster young leaders and enable them to serve their country with pride and distinction. Education is the foundation of social and economic progress in this century, and our talented Omani youth must be prepared for the many future roles they will be called upon to play in the ever-evolving global workplace and the international environment.” Providing further insight, Professor Kathryn Bindon, Director of the Programme, stated,“the Takatuf Scholars Programme introduces students to different tools that can help them succeed in their higher education and beyond by encouraging them to develop not
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only academic skills, but also the key competencies and abilities required in the 21st century.” In her remarks, she also thanked all those who supported the first implementation of the Programme, including the National Career Guidance Centre of the Ministry of Education, the Higher Education
Admission Centre of the Ministry of Higher Education, the Language Centre of Sultan Qaboos University and the international faculty and staff who worked with the Scholars during the Residential Summer Programme.
2012 Takatuf Scholars, two of whom shared with the audience some of their experiences. More Scholars were available to meet guests and participants at the information session that followed the formal event.
The ceremony was completed by the participation of some of the
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TAKATUF ACTION LEARNING HELPING TO ACCELERATE THE OMAN OIL GROUP STRATEGIC AGENDA
TAKATUF took another significant step forward to accelerate top talent development with the second TAKATUF Lead Action Learning Cascade program. In October this year, Rob Rorich and Associates facilitated the intensive six-day program. It brought selected members of Oman Oil management together, helping in the enhancement of a shared, unique Oman Oil Company culture. Specifically, it provided a unique opportunity for these top managers from across our group of companies to address shared strategic challenges, exchange best practices and create a shared network.
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Action Learning is a well tried and tested process aimed at tackling real problems in real time to create real results and learning. In essence, action-learning programs are used to solve problems, develop leaders, build teams and transform corporate cultures. The three top level teams formed, worked on real strategic challenges facing our group of companies and came up with specific strategic solutions for top management to consider. Input from leading edge speakers and practical innovative experiential learning exercises were interwoven into the process to further enhance the learning and strategic thinking.
“The action learning showed me the road, now I can improve my work, company, society and family.” A paticpant
through the London Business School program – another indication of the integrated approach being taken by TUKATUF for talent development in the OOC Group. Some specific comments from the participants at the end of the The specific challenges that the program: participants worked on were as follows: • “The action learning showed me the road, now I can improve • Performance Management: Provide my work, company, society and a “no-holds barred” SWOT analysis family. It improved my planning related to the state of Performance skills and thinking.” Management for leadership across OOC companies – and strategic • “Teamwork is essential. I gained a deep understanding of our recommendations for the way forward businesses and how they are • Gas sustainability: How to guarantee linked. So many different views natural gas to future OOC projects working towards the same without interruption that is competitive, goal.” reliable, and sustainable • Talent mobility: How to develop and • “Enhanced networks within OOC. New insights into assign Omani talents within the OOC leadership requirements. Great Group and retain them for local and friendships and atmosphere.” global best business opportunities • “Thinking more deeply. Thinking outside the box. Forward The specific next step will be the thinking. implementation of the recommendations
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ER Training Program
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As a result of high demand by Oman Oil group of companies which was raised in the third Takatuf HR forum and reflecting on the political actions in different part in the Sultanate, Takatuf has taken the initiative to provide ER (employee relations) training for ER and potential ER people Within OOC Group. The training was facilitated by Oakwood Limited, which is one of the renowned names in the training industry. The program was formulated as an eye-opener session to the ER world, providing an overview on different components of ER such as global good practices in ER, understanding Oman ER landscape in terms of laws and role players, comprehending unions and how the operate in Oman and dealing with conflict management. It can be noted that the attendees participated very openly and positively and were very willing to share their knowledge and experiences. Ali Al-Kalbani from OMIFCO commented: “Starting from the first day, I am going to show and tell my management about the importance of ER especially nowadays. Moreover, I’ll convince them to start implementing ER initiatives.� Following modules of the program is expected to continue throughout 2013.
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Leading the Way LEADING WITH IMPACT On June 23, in mussanah, Oman, Lynda Gratton, Professor of Management Practice at London Business School, who is ranked as one of the world’s top 50 business thinkers, announced a partnership between the School and Oman Oil. The state-owned Oman Oil Company, incorporated in 1996, has become critical to developing the Omani economy and promoting local and foreign private sector investment; and this year London Business School has emerged as a significant ally in its efforts. Under the terms of its contract, it will launch the TAKATUF Leadership
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Programme and train the finest talent in Oman Oil and its associated companies. Khalid Al-Jashmi, Head of Human Capital at Oman Oil’s recentlyestablished TAKATUF unit, stresses the importance of the venture. “We see our people as the key to our future – not just for our businesses, but for Oman itself,” he says. “That’s why we are proud to embark on an mbitious, long-term leadership development programme with London Business School, which will help us maximise our people’s leadership
potential and enable them to become the kind of leaders n InTouch/Corporate Partnership capable of developing and growing our companies and our region. “Through our partnership with the School, our people will have unprecedented access to the world’s top business thinkers, and global cuttingedge research to drive improvement and growth within our companies.” LEADING WITH IMPACT The School already has an unrivalled reputation for business education in
the Middle East. It established a centre in Dubai five years ago, and works with several of the largest companies in the Gulf. In Oman, it will deliver a rigorous, two-course programme over the next two years. The more advanced course, Lead With Impact (LWI), is designed for middle and senior managers with ten to 20 years’ business experience, and is intended to bridge the gap between day-to-day management and true leadership. LWI consists of four oneweek modules teaching skill-sets such as how to develop and implement strategies, as well as techniques for
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accelerating leadership, managing change and improving operational management.
Professor of Economics, and Julian Birkinshaw, Professor of Strategy and Entrepreneurship.
The Emerging Leaders (EL) course is aimed at those with less management experience but with manifest ambition, such as first-line and middle managers with eight-to-ten years’ experience. EL’s three one-week modules cover problem solving and decision making, team leadership and strategy implementation as a means to unlocking an individual’s leadership potential. Graduates of this course may eventually progress to the LWI programme. The School academics charged with creating this pipeline of human talent include Andrew Scott,
Scott, a Fellow of All Souls and an advisor on monetary policy to the Commons’ treasury select committee, has a particular interest in understanding how macro forces shape global competition. Birkinshaw, the co-founder and research director of the School’s Management Lab (MLab), focuses on the strategy and management of large multinational corporations. He inclines to the view that sustainable advantages in companies are due to innovations in work practices rather than innovation in products.
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To be considered for either course, candidates must first be assessed by an organisational psychologist, complete e-learning programmes and get final approval from a ‘talent board’. Individual, confidential conversations with a coach are part of both courses, followed by two private phone calls. Participants also complete work based projects that are designed to address real business challenges. By the end, candidates will have a true picture of their leadership abilities and future direction. “Leadership is about serving your people, your communities and your country with pride,” says Ahmed AlWahaibi, CEO of Oman Oil, who praises the School’s grasp of Oman’s business environment. “It has developed a solution to exactly meet our needs.” These needs will increase in the years ahead. Sultan Qaboos bin Said, very much a friend of the West, still rules supreme in Oman, and his extensive modernisation programme has helped dampen protest movements inspired by the Arab Spring. But dwindling oil reserves and an expanding labour force are rapidly propelling the Sultanate towards industrialisation and diversification. Encouraging a new generation of leaders is essential to this growth – and perhaps, eventually, to the geopolitics of the Gulf.
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Orpic Workshop in Muscat city season
Weyana engagement program is continuing its success in conjunction with the previous sessions held early in the year. During this term, weyana welcomed participants from Orpic and newly introducing OMIFCO. The level of participation was particularly high which in turn positively contributed to the engagement atmosphere in each session. It should be noted that the support from both OMIFCO and Orpic’s HR departments was immensely good which further contributes to the success of the program. Weyana covered around 700 employees this year and it aims to continue its success throughout the coming years but this will be heavily dependent on the level of commitment by the senior management of Oman Oil group of companies and how will they take actions in order to incorporate weyana within their organisations.
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OMIFCO Workshop in Sur beach hotel
Orpic Workshop in Sohar Crowne Plaza
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“Center of Excellence” A Learning and Development Center Oman Oil Company (OOC) plays a very important role in the Oman’s efforts to grow and diversify the country’s economy and to promote Omani and foreign private sector investment. OOC’s portfolio of investments is already diverse and currently includes Exploration & Production and related services, Infrastructure & Shipping, Refining & Marketing, Petrochemicals, Metals and Power. OOC continues to pursue the future which creates more jobs opportunities directly from expansions and new developments as well as from the many ancillary projects that will be needed to support and follow from these developments. Conservative estimates show that the number of people employed by affiliated OOC companies will grow from about 6,500 in 2012 to about 16,000 by 2022. Whilst these estimates present excellent job opportunities for the Omani youths, they also present a major challenge for OOC and affiliated companies. 23
The challenge will be to ensure that there will be sufficient potential Omani recruits who will possess the required set of technical and soft skills to contribute effectively as employees in OOC’s prestigious affiliated companies. Addressing this challenge is the primary objective behind establishing OOC’s Center of Excellence or Learning and Development Center. In December, 2012 the Boston Consulting Group (BCG) concluded a feasibility study, commissioned by OOC (Takatuf). Given the existing capacity and quality of the educational landscape within Oman and training facilities within OOC and affiliated companies, it was decided that it was necessary to go ahead and establish a learning and development center or “Center of Excellence” that will complement existing training institutions to produce sufficient numbers of high quality potential recruits with a “superior” set of technical and soft skills certified to international standards. The establishment of the learning and development center is currently in the
r with a Difference “Implementation Concept� phase. OOC (Takatuf) together with BCG are working out details and plans at a high level. The overall plan is to start with a relatively small outfit that will be operational by September 2013. The center will cater for job types that are in great demand across the OOC group of companies. The center will then evolve and grow after demonstrating that it can indeed produce potential recruits with a difference.
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Strat Tea Plan Building Acti
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tegic am nning g Activity ivity
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Takatuf in Newspaper
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TAKATUF NEWSLETTER