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5 key talent
management
strategies energy
companies should
implement now
kpmg.com/ENRtalent
kpmg.com/energy
KPMG INTERNATI...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
© 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independ...
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5 key talent management strategies energy companies should implement now

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KPMG International identifies five key talent management strategies that energy and natural resources companies should implement now – and questions businesses can ask themselves – to deal with the talent crisis over the long term.

Publié dans : Recrutement & RH
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5 key talent management strategies energy companies should implement now

  1. 1. 5 key talent management strategies energy companies should implement now kpmg.com/ENRtalent kpmg.com/energy KPMG INTERNATIONAL KPMG GLOBAL ENERGY INSTITUTE
  2. 2. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 2 With the spate of payroll reductions and project postponements that have come in the wake of falling oil and commodity prices, energy and natural resources (ENR) companies may be lulled into thinking that their talent crisis has been solved. If it were only so easy. A wave of retirements, combined with a shortage of suitable replacement candidates, has left many companies scrambling to fill the skills gap. Introduction
  3. 3. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 3 In our report, KPMG International identifies five key talent management strategies that ENR companies should implement now – and questions businesses can ask themselves – to deal with the talent crisis over the long term.
  4. 4. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 4 Key talent management strategies companies should implement now Define your strategic workforce planning model Make the most of analytics Manage third parties more actively Safeguard knowledge Rethink the employee value proposition 5
  5. 5. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 5 Define your strategic workforce planning model 1  Develop a structured approach to identifying your strategic talent needs  Take an innovative approach to sourcing critical skills  Actively develop skills to ensure future needs are met e.g. training, mentorship programs Companies need to take a strategic approach to talent management, even as they react to the current slide in oil prices. “ “
  6. 6. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 6 Make the most of analytics 2 Leverage new analytical tools to:  Identify major gaps in skills, succession and performance  Help predict potential gaps so they can be prevented
  7. 7. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 7 Manage third parties more actively3  Pay more attention to third party talent  Broaden talent measurement to include third party suppliers  Take a proactive approach to ensuring key knowledge is transferred from contractors to permanent employees
  8. 8. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 8 Safeguard knowledge 4  Invest in knowledge management by actively capturing and organizing it for future use  Disseminate knowledge to the areas of greatest need  Take into account how the next generation learns e.g. peer-to-peer programs, make a game of learning, utilize social media
  9. 9. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 9 Rethink the employee value proposition 5  HR should work with the business to redefine the ‘deal’ that the organization offers its employees to create a link between the company’s purpose and the individual’s value system  Consider non-monetary incentives and talent retention approaches You can’t have one value proposition for every employee. Different groups, different generations, require different propositions. “ “
  10. 10. © 2015 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. For more information and to download the full report, visit: kpmg.com/ENRtalent kpmg.com/energy kpmg.com/appkpmg.com/socialmedia #kpmg_gei

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