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Leadership development at HRRT
1. 8th Oil & Gas HR Round Table
Ad de Visscher
28 August 2009
Delhi
2.
3. Shell in the world
Who we are and what we do
Exploration and Production Other Business Activities
Downstream
Gas & Power
Chemicals
4. Three Hard Truths
• Surging energy demand
• Supply will struggle to keep pace
• Environmental stresses are increasing
5. Population Energy demand per person
10 400
gigajoule per capita (primary energy)
8
300 USA
6
200 South Korea
4
Europe (EU15)
100
2
China
0 0
1975 2000 2025 2050 0 10 20 30 40
GDP per capita (PPP, '000 2000 USD)
North America & Europe Latin America
China & India Asia & Oceania USA Europe EU 15
Middle East & Africa South Korea China
6. If these patterns continue, the energy demand
is set to increase dramatically
“Business as Usual” energy consumption by sector
800
exajoule per year
600
400
200
0
1975 2000 2025 2050
Heavy industry Agriculture & other industry
Services Transport
Residential Non energy use
10. Pillars of Leadership Development
Behavioural Competencies
Functional / Technical Skills
Development across all levels
Facilitating processes
Connection with society
12. Builds
Shared
Delivers Vision
Champions
Results Customer &
Through Stakeholder
Others Focus
Values Maximises
Differences
The Business
Shell Opportunities
Leadership
Framework
Motivates, Demonstrates
Coaches & Self
Develops Mastery
Displays
Demonstrates Interpersonal
Courage Effectiveness
12
13.
14. What is our position on Leadership Development?
• Our leadership development approach is anchored in the strategic
priorities of our organization and targeted at all leadership levels in the
organization.
• We focus on the critical leadership capabilities required to meet our
strategic priorities.
• Leadership development is more than formal programmes; it is
grounded in real-work experiences, and supported by structured
formal development and effective coaching.
• Matching leaders to opportunities for development is integral to our
leadership development approach.
• Leaders are accountable for developing other leaders, through role-
modeling, staffing, coaching and mentoring.
• Sustainability of leadership development is achieved through senior
leaders, continually making the case to foster understanding and
conviction, and reinforced by formal HR systems.
15. We develop leaders through the integration of four core
elements
Assessment Coaching
– Performance reviews and promotion tied – Coaching and mentoring by line
to leadership behaviours managers as a critical and measured
part of their role, supported by HR
– IDPs and GPAs that plan for the
integration of in-role experience, coaching – Role-modeling of leadership behaviours
and formal development by all leaders
Systematically and effectively coach and
assess potential leaders,
match them to developmental roles,
and plan for formal development
so that they are successful in these roles
Experiences Formal development
– Identifying in-role development – Learning programmes designed for
opportunities when assigning real-work application and embedding
responsibilities
– ‘in-time’ learning grounded in
– Deploying leaders in next role, taking development objectives for current or
account of business and development planned roles
objectives
