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HR Transformation & Strategy

Overview
Mahesh Puducheri
Vice President Human Resources Halliburton
Halliburton Global Franchise

60,000 employees in approximately 80 countries


$18 Billion in Revenues in 2010 (Fortune 200 company)
Market Capitalization: ~$40 billion
So Whats Changing

Business Landscape
Investor
Customer
Employees/Talent
Community
Overall Themes from Executive Interviews

Halliburton Overall HR Overall


Strong people, focused on the Recognition that HR is trending
customer and driven to execute upward overall the past 3-4 years
Viewed by customers as reliable, Systems and tools highlighted as
trustworthy and solving the hard effective and best practice
problems Strong senior team talent, but
Siloed, too conservative in significant talent gap at
marketing and upselling customers country/local level
The future is an increased focus on Too much drive-by HR, leaders
customer needs by providing want more insights from
integrated, innovative solutions dedicated HRBPs.
Employees of the future must have Need increased business acumen
technical depth, yet have increased for HR staff
capability to work across PSLs Increase alignment of HR metrics
Increased local talent and to business metrics
leadership is critical
Organizational Capabilities Top 3
Capability Description: We are good at Mentions

Building leaders that generate confidence in the future (includes one


Leadership
mention of delegation and empowerment)
16
Creating a shared agenda and broad commitment and engagement
Strategic Unity
around our strategy (includes two mentions of shared mindset)
6
Customer
Connectivity
Fostering strong and enduring relationships of trust with target customers 15
Working together across boundaries to ensure leverage and efficiency
Collaboration
(includes one mention of partnership)
6
Learning Generating, generalizing and implementing ideas with impact 0
Creating new products, services and ways of working that are
Innovation
commercially successful
11
Attracting, motivating, developing, and retaining talented and committed
Talent
people
9
Speed Making important changes rapidly 3
Reducing the costs of our business activities without hurting the core
Efficiency
business
2
Creating and enforcing standards that lead to high performance and
Accountability
execution
9
Perceived HR Strengths and Needs
Mentions Strengths Mentions Needs

9 Effective systems and 11 HR talent gap at lower local levels /


processes Disconnect between corporate HR and
local execution
7 Helpful, responsive people 10 Understaffed at senior levels / Too
much drive-by HR partnership
4 Succession planning / 8 HR tends to be too administrative /
Attention to high-potential Transactional
employees
7 Demonstrated business knowledge
3 Energy / Eager to contribute
and improve

3 Senior HR managers are 5 Increase flexibility, speed


effective and talented
3 Talent acquisition
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


HAL HR Strategy Map
To better meet our customer / market segment needs by continuing to innovate our
products, services and ways of working
Strategic
Context:
Unity of Identity: Reliable, Problem Solvers, Trustworthy

Capability
Customer Connectivity Innovation Leadership
Requirements:

Performance and Information and Work and


People/Talent
HR Practices: Reward Communication Organization

HR Vision: Lead. Connect. Innovate.

Get It Right Talent and Build a High Business Integrated


HR Strategic in HR Leadership Performance Development Solutions
Priorities: Pipeline and Rewards and Sales Across PSLs
Culture Capabilities

Leadership Building HR Leaders and Leadership


For Change:

Implement
HAL Strategic HR Priorities
Team 1: Talent and Leadership Pipeline
Talent Pipeline Pyramid

STRATEGIC

TRANSFORMATIONAL

OPERATIONAL

FRONTLINE

AT
T INDIVIDUAL CONTRIBUTOR N& T
SE RAC IO N
LE TIO E NT ME
CT N T N
IO & ASSESSMENT & DEVELOPMENT RE LIG
N A
RE
Team 2: Build a High Performance and Rewards
Culture
Business Case For A High Performance Culture
1
Drive Company  Align resources and create/reinforce
Performance a culture of excellence.

2
Engage and  Identify and meaningfully reward high
High Reward performing employees.
Performance Employees
Culture

3
Optimise  Optimise human capital and drive
Human Capital effective talent management practices
Current State
Goals, performance assessments and rewards do
not differentiate between high performers and low
performers.
Future State
Team 3: Business Development and Sales
Capabilities
What Did We Learn What Can We Influence?
Identify Top Talent BD Career Path BD Training
1. Leverage and refine our 1. Identify key roles & 1. Focus training on creating
process for determining criteria for methodical solution focused BD who
high potential employees career progression know how to identify and
apply the technical
expertise required to win
the work
2. Compile the 2. Ensure right people 2. Invest training dollars in
competencies and are in the right roles at top talent
behaviors that are the right time
shared across high
performers and high
potentials
3. Create success profiles 3. Identify and strengthen
based on these shared our pipeline for each
competencies, behaviors key role
and skills
Team 4: HR Partnering to Drive Cross-PSL
Solutions Strategy
Cross PSL Solutions

Optimized
Reservoir Digital
Drilling
Insight Workflows
Performance
Team 5: Get It Right in HR
The New Model of HR Competence
Summary

Talent & Leadership Pipeline

Build a high performance &


rewards culture

Build BD & Sales Capabilities

Cross PSL Solutions