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© Targeted Learning Career Leadership Skills: Attracting, Motivating and Retaining Talent

© Targeted Learning Career Leadership Skills: Attracting, Motivating and Retaining Talent

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Page 1: © Targeted Learning Career Leadership Skills: Attracting, Motivating and Retaining Talent

© Targeted Learning

Career Leadership Skills: Attracting, Motivating and Retaining Talent

Page 2: © Targeted Learning Career Leadership Skills: Attracting, Motivating and Retaining Talent

© Targeted Learning 0109 2

Objectives

By the end of this session, you will:

1. Understand your role, and those of employees and the company, with respect to career development at ConocoPhillips.

2. Know how to help your people take more effective responsibility for their careers, and thereby expand their engagement and happiness at work.

3. Understand the factors that influence careers and career path opportunities at ConocoPhillips.

4. Know how to help your people make more informed and effective career decisions.

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How well are we doing in ConocoPhillips?How well are we doing in ConocoPhillips?2008 Employee Opinion Survey—Development Dimension

1© ConocoPhillips

Q. 13 Q. 12 Q. 9

Total % Favorable Total % Neutral Total % Unfavorable

Q. 5

46 4656

2724

2624

2826 25 23

28 26 19

54 52616660

1622221013

0%

25%

50%

75%

100%

2006 2008 2006 2008 2006 2008

2006 2008

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WhatWhat is a career? is a career?

2

An occupation with opportunities for progress in terms of ability, contribution, impact and fulfillment.

Targeted Learning

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Focus on What You ControlFocus on What You Control

Ability

Contribution

Impact

Promotion

Salary

2

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Most Important

1 2 3 4 5 6 7 8

12% 12% 12% 12%12%12%12%12%

1. Interesting Work2. Meaningful Work3. Work-Life Balance4. Salary5. Opportunities for

Promotion6. Job Security7. Supportive Climate8. Supervisory Style

3

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Least Important

1 2 3 4 5 6 7 8

12% 12% 12% 12%12%12%12%12%

1. Interesting Work2. Meaningful Work3. Work-Life Balance4. Salary5. Opportunities for

Promotion6. Job Security7. Supportive Climate8. Supervisory Style

3

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Reason to Look Elsewhere

1 2 3 4 5 6 7 8

12% 12% 12% 12%12%12%12%12%

1. Lack of Interesting Work2. Lack of Meaningful Work3. Lack of Work-Life

Balance4. Uncompetitive Salary5. Lack of Promotional

Opportunities6. Lack of Job Security7. Non-Supportive Climate8. Controlling Supervisory

Style

3

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What Drives Career Decisions What Drives Career Decisions at ConocoPhillips?at ConocoPhillips?

4

45679

16

21

31

355

10

45

5

1513

335

10

14

28

7

29

0%

10%

20%

30%

40%

50%

nteresting Work Meaningful Work Work Life Balance Salary Opp. ForPromotion

Job Security

““What factor is most important in choosing your next position?”What factor is most important in choosing your next position?”

Interesting Meaningful Work-Life Salary Supervisory Job Supportive Opportunity Work Work Balance Style Security Climate for Promotion

Based on data from workshops held from 2006-2008. 1,860 managers – Engagement Excellence/6 Conversations819 ConocoPhillips employees – Mastering My Career109 ConocoPhillips Commercial managers – Engagement Excellence

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Would you . . .

Yes No

0%0%

1. Yes

2. No

Take a 5% paycut in exchange for significantly more interesting work?

4

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Would you . . .

Yes No

16%

84%

1. Yes

2. No

Take a 5% paycut for more work-life balance?

4

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Would you . . .

Yes No

58%

42%

1. Yes

2. No

Take a 10% paycut for more work-life balance, as well as more meaningful and interesting work?

4

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Career Drivers at ConocoPhillips

Percentage of ConocoPhillips Employees*

Having the Following Career Drivers as:

Career Driver One of Their Top Two Their Least Important

Maintaining

Balance

Being the

Expert

Fostering

Innovation

Leading

Others

5

44.6%

30.8%

30.4%

26.1%

9.7%

9.7%

4.6%

16.2%

*From 1155 ConocoPhillips employees who completed the Career Drivers Profile in 2006, 2007 and 2008. 109 were from Commercial.()=Commercial

(52.2)

(54.1)

(10.0)

(19.2)

(1.8)

(5.5)

(5.5)

(9.1)

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Career Drivers at ConocoPhillips

Percentage of ConocoPhillips Employees*

Having the Following Career Drivers as:

Career Driver One of Their Top Two Their Least Important

Serving Others

Achieving

Stretch

Ensuring

Security

Gaining

Autonomy

5

20.8%

18.6%

16.8%

12.7%

15.4%

15.1%

16.0%

13.3%

(12.8)

(34.8)

(10.0)

(4.5)

(7.3)

(1.8)

(21.1)

(46.7)

*From 1155 ConocoPhillips employees who completed the Career Drivers Profile in 2006, 2007 and 2008. 109 were from Commercial.()=Commercial

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Why Commercial is Seen as a Place to Build a Career

1. “The people you work with are nice and it’s a team environment.”

2. “The company values set the company apart.”3. People get to see the impact of their work and have

contact with their customers.4. ConocoPhillips is a big company with “lots of

opportunities to move and develop my skill set.”5. Compared to some other major oil companies,

people feel they have more say over their career decisions and are more free of unnecessary bureaucracy.

6

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The Continuous Development Model ©

7© ConocoPhillips

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Keys to Helping Employees Meet Their Career Goals at ConocoPhillips

1. Remember that career development and a positive outlook for the future begins with the current job—and a focus on what you and they control.

2. Clarify the appropriate division of responsibility.

3. Help people find their “sweet spot.”

4. Help people create development plans that really work.

5. Support your people through timely, meaningful career conversations.

6. Anchor career plans in reality.8

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How many did you check off?

1 2 3 4

0% 0%0%0%

1. 1-7

2. 8-10

3. 11-13

4. 14-16

2 9

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Did you experience significant personal growth?

1 2

0%0%

1. Yes

2. No

2 9

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Was your productivity relatively high?

1 2

0%0%

1. Yes

2. No

2 9

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Did the experience give you reason to be optimistic about your future?

1 2

0%0%

1. Yes

2. No

2 9

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Total Personal Engagement

Total Personal Engagement requires a mental connection to the task itself, an emotional connection to the outcomes, a social connection to supervisors, colleagues and customers, and a sense of optimism in the future (hope).

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Thoughts from the 18th Century

Samuel Johnson, 1709-1784

There is nothing which has yet been

contrived by man, by which so much

happiness is produced as by a good

tavern or inn. (21 Mar. 1776)

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Total Personal Engagement

Happiness:• Fun

• Pleasure• Peace-of-mind• Joy• Excitement• Fulfillment

Growth:• Capability• Knowledge

• Skill

Business Impact:

• Productivity• Innovation• Quality• Contribution

Sustainable Individual and Organization Success

Putting the Pieces Together

• Mental• Emotional• Social• Hope

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Developing successful careers is easiest when the current job offers opportunities for mental, emotional and social engagement. Total engagement drives employee happiness, growth, impact and hope which in turn leads to sustainable individual and organization success.

Key #1: Remember that Career Development

Begins with the Current Job

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BACK HOME APPLICATION #1:Maximizing Individual Engagement

Don’t try to guess what your people need in order to become fully engaged. Ask them!

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Key #2: Clarify the Appropriate Division of Responsibility

The Employee has the primary responsibility to:• Manage his or her performance and career• Honestly assess career motivations, skills, competencies and gaps• Obtain input/feedback (360 Feedback/MBTI/Performance Management Process)• Seek appropriate development experiences in current position and use the online job

posting process for development experiences outside of current position

Supervisors have responsibility to:• Provide candid feedback and coaching on developmental strengths and gaps• Focus on crafting employee development efforts and challenges through experience/on the job

activities connected to the employee’s needs• Know when formal education and/or training is also an appropriate development solution• Communicate and discuss career tracks that are appropriate for the employee• Provide honest input on how realistic employee job/career aspirations are and whether or not

the business need exists for in position promotion

Development—A Shared Responsibility

15© ConocoPhillips

The Company is responsible for providing Career Development strategy and tools

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Available Tools at ConocoPhillips

• Employee Profile

• Career Express

• Career Link

• Career Management Web Pages

• Career Management Workshops

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ConocoPhillips Resources to ConocoPhillips Resources to Help People Begin the ProcessHelp People Begin the Process

IDPs are required for all employees seeking educational opportunities, mutual development opportunities (most likely a high potential), position changes, or voluntary career changes. Additional requirements should be governed by the local BU or TMT.

IDPs are required for all employees seeking educational opportunities, mutual development opportunities (most likely a high potential), position changes, or voluntary career changes. Additional requirements should be governed by the local BU or TMT.

17© ConocoPhillips

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ConocoPhillips Resources to Help ConocoPhillips Resources to Help People Begin the ProcessPeople Begin the Process

• Making Your Mark (available)• Mastering My Career (available)• Mastering My Career for Senior Professionals (2nd Quarter

2008)• Career Leadership Skills (available)

The Supervisor’s role:

After the individual creates an IDP, you should discuss it with her/him to ensure:a. It effectively aligns the strengths, needs and interests of the individual with the

business needs and opportunities at ConocoPhillips, andb. That s/he has the support s/he needs to successfully implement the plan.

Workshops Sponsored by ConocoPhillips

Designing My Career (online resources in development)

Self-Study Materials

17

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Key #3: Help People Find Their Sweet Spot—The COP Model

COMPETENCE—things you do

naturally well

PASSION—things you love to do

ORGANIZATIONAL NEEDS

a.

c.

d.

e.b.

f.

©

g.

© ConocoPhillips and Zenger/Folkman

18

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Help People Find Their Sweet Spot (Continued)

• COMPETENCE—those areas of skill and ability that you do naturally well

• ORGANIZATIONAL NEEDS—Ideas, projects, activities, behaviors, etc. that contribute directly to the organization’s success

• PASSION—Those things that you love to do, independent of how well you do them

© ConocoPhillips and Zenger/Folkman

©

©

©

18

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Help People Find Their Sweet Spot (Continued)

1. Your direct reports’ best chances for doing work that will keep them fully engaged exist in segment ___.

2. Given the organization’s current needs, the highest priority learning needs of your direct reports probably exist in segment ___, and then segments ___ and ___.

3. Our hobbies may emerge from segments ___ and ___.

4. Long-term career opportunities will emerge from ___ and ___.

Total engagement is only possible when people focus their energies on finding and developing the opportunities that truly fit.

e

e b ac f

e c

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Key#4: Help People Create Development Plans that Really Work

Growing and Developing

Employees in ConocoPhillips

Experience

Formal Training & Education

Individual Relationships & Feedback

~70%

~20%

~10%

*100 Things You Need to Know: Best People Practices for Managers & HR, Robert W. Eichinger, Michael M. Lombardo, David Ulrich, Lominger Limited, Inc. Minneapolis, USA. 2004

Your role as a manager• Teach the Principle• Provide the opportunities

21© ConocoPhillips

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Ability

High

Low

MotivationHigh Low

B C

A D

X

Key #5: Hold Timely andMeaningful Career Conversations—The Engagement Cycle: Get the Timing Right

22

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Where are you in the Engagement Cycle?

1 2 3 4

26%

0%

16%

58%

1. Quadrant A

2. Quadrant B

3. Quadrant C

4. Quadrant D

22

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Are any of your subordinates in quadrant C or D?

1 2

29%

71%1. Yes

2. No

22

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Engagement Cycle and Five Stages

Why do some people end up in quadrants C and D?

Ability

High

Low

MotivationHigh Low

Creating

Sharing

Leveraging

Acquiring

ApplyingB C

A D

22

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The Five Career Stages

• Institutionalizing knowledge (e.g., best practices) and building organization capability.

• Championing new systems, products, work processes, etc.

• Shaping/making decisions that cross organizational boundaries.

• Building the ability and confidence of others:—coaching —teaching—motivating—clarifying—giving

feedback

• Building team capacity.

• Questioning the status quo.

• Adapting existing knowledge to new uses.

• Inventing (but not championing) new methods, products, technologies, etc.

• Completing important tasks independently.

• Demonstrating mastery.

• Taking initiative within established norms or parameters.

• Learning from others and from experience.

• Moving towards mastery.

• Acting under direction from others.

Leveraging Knowledge

Sharing Knowledge

Creating Knowledge

Applying Knowledge

Acquiring KnowledgeAcquiring Knowledge

Applying Knowledge

Creating Knowledge

Sharing Knowledge

Leveraging Knowledge

23

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Where is the greatest gap in your non-supervisory population?

1 2 3 4 5

0%

6%

28%

56%

11%

1. Stage 1

2. Stage 2

3. Stage 3

4. Stage 4

5. Stage 5

23

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Individual’s Roles and Responsibilities

Coach’s Roles and Responsibilities

• Initiate and lead

• Prepare the agenda (IDP)

• Share information about self

• Present ideas and plans for expanding contributions and improving alignment

• Ask for and be open to feedback

• Create the career plan

• Develop a career plan based

on 70:20:10 principle

• Be open, available, supportive

• Follow individual’s agenda

• Listen and ask questions

• Help identify and secure opportunities for expanding contributions and improving alignment

• Provide honest feedback on learning opportunities

• Provide feedback on career development plan

• Help identify and secure opportunities to “learn by doing”

A Division of Responsibilities

for Career Discussions

24

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ConocoPhillipsConocoPhillipsIndividual Development PlanIndividual Development PlanIDPIDP

25http://estream.conocophillips.net/hr/learning/content/IndividualDevelopmentPlan.doc

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Practice Discussion: Decisions, Decisions!

Timings:1. Preparation (5 minutes)2. Hold discussion (10 minutes)3. Debrief (10 minutes)

Roles:Manager viewpoint/role — pages 26 and 27Direct report viewpoint/role — pages 28 and 29Observer notes— pages 30 and 31

Debrief Sequence:1. Direct report and manager read each other’s viewpoints and

everyone completes the assessment on page 322. Manager self-critique3. Direct Report gives feedback to manager4. Observers give feedback to manager

26

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Research says:

Having no plan is better than a poor plan! If a career plan is

neither achievable nor supported, it will usually do more harm

than good.

Corporate Leadership Council, 2005

From your own experience, how does a “poor” career plan do more

damage than no plan?

Key #6: Anchor Career Plans in Reality

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What is a Career Path?What is a Career Path?

A career path is the general direction a person’s career might take. It is defined from several dimensions, but is usually fairly broad in nature, e.g., line or staff, technical or managerial, marketing or operations, research or commercial, upstream or downstream, etc.

33© ConocoPhillips

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What is a Career Path?What is a Career Path?

“Career path implies a well worn route. The

truth is that you make your own way running

around the organizational bushes and

brambles.”

Richard A. Moran

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What are the Career Paths at ConocoPhillips*?What are the Career Paths at ConocoPhillips*?

Local Career Paths---Salary and Progression is locally or represented agreement basedManaged locally or by represented agreementLocal professional, clerical or technician ranks

57%

40%

Nationally Based Industry Professions

Salary and Progression are nationally

and/or globally basedBusiness Professional (HR, GSS,

Finance)Downstream Technical

Upstream TechnicalLegal Aviation Medical

Purchasing Non-Technical Sales

~10%Supervisors and

managers

Executive & Senior Management3%

* These figures do not include store/retail employees.

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How Does Someone How Does Someone Change Change Career Paths??

• Voluntary

• Mutually directed development

• Business need

• Voluntary

• Mutually directed development

• Business need

Career paths can change under the following Career paths can change under the following circumstances:circumstances:

35© ConocoPhillips

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What Influences Career What Influences Career Path Opportunities?Path Opportunities?

35© ConocoPhillips

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Planning for Implementation

• Review Back-Home Applications #1 through #4.

• Review you notes for this module and record your action ideas in your “Implementation Log.”

• Use Post-It notes to flag important pages and tools.

36