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Overview
Mahesh Puducheri
Vice President Human Resources Halliburton
Halliburton Global Franchise
Business Landscape
Investor
Customer
Employees/Talent
Community
Overall Themes from Executive Interviews
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
Capability
Customer Connectivity Innovation Leadership
Requirements:
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