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Future of energy industry in Asia. How HR innovation will solve talent shortages to fill key posts and ensure energy industry projects are completed on time. Keys to change management, motivation, better team performance, lower staff turnover, fewer vacancies and more agile workforce. How to attract the best talent from competing energy companies. Future of oil and gas industry. Shortage of skilled workers in alternative energies, coal, gas, nuclear power. Strategies for a more sustainable future. Patrick Dixon is a conference keynote speaker and co-author of SustainAgility. Presentation for Urban Forum in MalaysiaEvery HR challenge and every HR-related global trend is related in our increasingly hyper-connected world so it is hard to list just three challenges in isolation. Here are three issues that closely mesh together. 1. Rapid changes in the global energy markets 2. Rapid changes in national energy strategies in Asia 3. Rapid changes in Asia labour markets / urban migration / demographics The fact is that global energy strategies, which must be built on related HR strategies, are being overtaken by events. The world is changing faster than you can hold a board meeting. A 20 second earthquake in Japan triggered a 40 year change in energy policy in Japan and Germany with far reaching global consequencies for the oil and gas work force. That means a completely new approach to strategy: the days of having only one strategy are over. Agility requires parrallel strategic thinking. 2. The O&G/Energy industry by its nature tends to recruit and promote technical and professional specialists into managerial and leadership positions because they are experts in their specialist subjects, but quite often their leadership/management capabilities are left underdeveloped. This can result in highly logical managers being very good with numbers and science but not particularly good at the things which motivate and encourage people. What are your thoughts on this? The challenge happens both ways round: world-class specialists with less developed leadership skills, and world class leaders with less developed specialist understanding. We need both. Oil and gas industry leaders can learn from other industries such as law, accounting and financial services where history has proven how dangerous it is to build organisations on data , elaborate forecasts and so on, without close attention to how team members feel, whether they believe in what they are doing, and whether they like being at work. I work with many groups of highly analytical leaders to develop their wider people skills. The key is to help each leader understand (often to their surprise) just how often their own personal, day to day decisions are influenced by “soft” emotional factors, and how they can use that understanding to achieve outstanding team performance.
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SustainAgilityDeveloping agile teams in the energy industry to drive profitable growth in
a rapidly changing world
Dr Patrick Dixon Chairman Global Change Ltd
Talent shortages are nothing new but now impact 82% of energy companies globally
Companies and governments need to work together for
sustainable and secure future
US energy age
50% of skilled workers will reAre in 5-‐8 years40% of nuclear workersSimilar in EU / other regions
Asia-‐Pacifictalent shortages inmost industries
• BUILD -‐ “grow own )mber” -‐ can be too slow and once trained, best people likely to be poached or become very expensive to retain
• BUY -‐ compe)ng globally for a few people!
Build or Buy or ............
Future of HR is aboutEMOTION
do things you really believe inLife is Short
Big strategies often overtaken by eventsWorld can change faster than you can hold a board meeting
Wild Cards: Risk Management
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AGILITYmeans
more than one strategy
Shale gas 33% US supplies
3.3m US jobs$468bn pa + more oil
produced than Saudi by 2020
200 years global supplyUp from 60 years in 5 years
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Boom
Bust
5 coal plants replace with gas = 9000 megawa>s wind Coal prices fall = more coal burnt in Vietnam and China
57 coal plants closed in US in 2012
$40 Trillion Green Tech Boom driven by oil price, cost cuts, green activism
120,000 terawatts of sunlight /day7,000 times total power useQUEBEC from ARIZONAMOSCOW from SAHARA
Solar cell generaAon cost parity
Falling solar cell prices
120,000 terawatts of sunlight /day7,000 times total global power usePower Moscow from Libyan Desert
“40% EU power = wind by 2050”Surplus wind to hydrogen -‐ to methane ?
�Challenge to achieve carbon reducAon AND cut nuclear�Wild card = dirty terror bomb or another meltdown�Most nuclear industry workers will reAre in 5-‐10 years
Growth + Cuts in Nuclear
Smart Power RegulaAon UAlity Co controls consumpAon in homes / factories10% Australian power generaAon only used for 72 hours a yearEnergy prices can soar from $50/Mw hour to $10,000/ Mw hour
Germany Power Surplus
• In June 2013• Electricity prices became negaAve • -‐ minus EU150 / MWhr !!
Enough salt caverns planned to power Germany for a week
Power Storage
•Rapid growth HVDC Super Grids
• 500,000 S Korea jobs - $200bn Smart Grid Project
•China planning to power Moscow
PEOPLEHR development needs to be as agile as energy trends and generaAon M -‐ protecAng and redeploying talent through
booms / busts
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AGILE CAREERSRotaAng high fliers through variety of stretching jobs in
different sectors and regions to create agile leaders for
tomorrow
AGILE TRAINING
fast-‐track for flexible, agile roles
IMAGE
Graduates want to feel that they are making a
posiAve difference to world
How do they feel about energy industry ?
1 trillion pages a month
HIGH SCHOOL
PromoAng engineering and energy industry as exciAng, agile ways to create a beier world
UNIVERSITYPARTNERSHIPSRadical approaches, Sponsoring courses, individual students,work placements, more
PhDs and research departments
Demographics
populaAon growthand decline -‐ impact on energy and workers
4 couples needed to produce just
one great-grandchild
Europe is Dying
300 million move to cities in China and475 million to cities in Africa by 2030
>40% WDP by 2015� IMF - adjusted for Purchasing Power Parity
STEMScience, technologyengineering, maths
>70% rise energy demand will be in Asia
• Even if only 20% “employable” in global market, China’s output is now larger than US•More Brazilian engineering PhDs than US by 2016• Challenge to LOCATE and ACCESS talent in unfamiliar emerging markets• Barriers of language, culture, willingness to move, immigraAon controls etc• (Accenture Inst for High Performance 2011)
3.6m engineering graduates a year in China by 2015
Most STEM graduates in emerging markets
China and India dominate
STEM degrees including post-‐graduate / PhDs
STEM degree holders in US
AGENCIESGlobal market -‐ opportuniAes
for pro-‐acAve, dynamic, visionary and rapidly adapAng Specialist Talent Agencies
KAGGLE and YourOncore
MENTORINGCONSULTING
by older workers
Encouraging oldest experts to teach vital skills and give
experience to younger teams
Diversity in workplace means larger talent pool yet 87% of
companies with talent shortage are not acAvely looking for new
sources of talent
Manpower Research
Diversity linked to higher sales, market share and profits, as well as recruitment
85% of leaders of largest US corporaAons say diversity
is key to innovaAon
Forbes study
• 60% US / EU graduates• 40% primary earners•Most women leave corporaLons early• Solve talent shortage
UrbanTribal
Women are outperforming men
Toxic Testosterone Culture
•Young children•Dependent parents•Double careers•Double shiB paCerns•Divorce / separa)on
Fit around Complex Homes
Balance usually about people
Reproduce own imageTend to recruit people with familiar name,
voice, accent, personality, culture, appearance
• Treat as board strategic issue requiring rapid acLon• Invest heavily in in-‐house training and fast track development• Promote cross-‐business training / broader experience• Ensure be>er career paths / conLnuity between projects• Allow diverse career pa>erns eg part-‐Lme / home working• Re-‐posiLon older / reLring team members incl mentoring• CreaLve partnerhips with UniversiLes + placements• Industry-‐sponsored PR campaigns, partnered with government• Teams of non-‐specialist leaders supported by specialists• Recruit people who thrive on rapid change and ambiguity
Agile answers to talent crisis
Built on a four word phrase.....
�For individuals�For family�For community�For whole earth
Building a Better WorldEnergy industry is vital to our future
SustainAgilitySLIDES + VIDEOS
globalchange.com
Dr Patrick Dixon Chairman Global Change Ltd
