1 Challenges in Australia - Talent Challenges in Australia - Talent - - PDF document

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Talent Management

Innovation within and facilitated by the CRE Team at BP Australia Nick Trumble, MCR Property & Facilities Manager

Outcomes of Today’s Session

• Discover strategies for structuring the Corporate Real Estate

(CRE) team to support key organisational outcomes in Talent Management

• Understand how CRE can add significant value to the
• rganisation by lifting the burden of utilising the workplace

from all staff

• Identify technical tools as well as management practices to

make the workplace more flexible, conducive to productivity and easy to use for all staff

What is Talent Management?

• The anticipation of required human capital the organisation needs at the

time then setting a plan to meet those needs.

• The science of using strategic HR to improve business value and make it

possible for companies and organisations to reach their goals.

• Everything that is done to recruit, retain, develop, reward and make

people perform

• Talent Management strategy needs to be linked to the business strategy

to make sense. ‐wikipedia

But first… about BP Australia

• ~7,000 staff & contractors
• What we do

− Exploration & Production − Refining − Marketing (incl. service stations) − Shipping − Marine − Air − Bitumen − Lubricants

• Locations

− 2 refineries − 200+ service stations − 35 terminals − 70 Air BP locations − 7 main offices − Others

• The CRE Team

− 22 staff in 3 locations − Outsourcing and out tasking − Managing the above real estate − Facilities Management − Mix of talents & professional backgrounds

BP’s objectives - 2013

In Australia

− Relentless focus on risk reduction and safe and reliable operations − Build on our strengths and improve our competitive position − Be the leader in B2B fuels, offering innovative, customer focused products and services to the on and off road business market − Revitalise the B2C offer, our brand and presence − Leverage our supply and logistics infrastructure − Invest for margin growth – needs particular skill set − Simplify processes to drive efficiency across the FVC − Leverage our capabilities in People, Process and Technology for strategy delivery

But we have some challenges and one is the competition for ‘Talent’

Ageing population – adjusting to different workforce dynamics Source: ABS, 2011a, Advisory Panel on the Economic Potential of Senior Australians.

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Challenges in Australia - Talent

New mix of gender participation & hours worked

Challenges in Australia - Talent

War for project managers, engineers

“How the Mining boom is suffocating Australian industry” March 4, 2012. Richard Bundell

So there’s a war for talent. How to win it? BP Australia’s approach

1. Getting and keeping talent

− Diversity & Inclusion awareness  embracing − Attractive, competitive remuneration packages − EVP & other Terms & Conditions

• 2. Making people as efficient as possible

− Flexible working − The workplace environment (it’s not just the office anymore)

Our response in CRE

Strategic position

• CRE is the linchpin to ensuring

successful talent management in the workplace

• We are strategically aligned to support

and enhance enabled work, flexible working and talent strategies including a strong D&I agenda

• CRE provides both sophisticated tools

and the right attitude to support all staff to achieve their productivity potential – in and out of the office environment

• We are structurally aligned in our

functions and services, by business unit Tactical response

• CRE team aligned to Clients AND Customers

− Facility Management split into ‘technical’ and ‘customer’ teams − Property Management team – individuals assigned to specific clients and technical competencies

• Customer perspective – 1,000+ individuals
• Relations / right attitude. Delighting the customer
• Maintaining a great workplace with sophisticated

tools

• Services delivered in AND out of the office
• environment. The workplace is now in multiple

locations

• Getting and acting on feedback – 1,000 small

things

…and more

• Alignment of teams to clients, customers and technical competencies
• Occupancy survey – 300 verbatim comments and multi choice read, acted on and

published – builds confidence and transparency. Also lets us know if we’re on track

• Internal Future Workplace Forum to identify trends and ideas that could be

adapted / adopted at BP

• Regular contact with senior clients. Their needs are translated into our team’s

goals and each person’s performance document

• Think through and document ‘what good looks like’
• Using our technical knowledge to anticipate our clients’ needs
• Very strong links with HR & IT at strategic and operational levels. You have to seek

this out

How are we going?

Successes

• Meeting room allocations; weekly checks
• Short term & project space
• Following through with all visitors to meet their office needs
• Rooms, catering, hot desks all bookeable in advance
• Access for all – in and out of the office – links with IT & HR

Challenges & Next Steps

• Keeping the bar raised at this level and doing more!
• Continued awareness of business requirements and pinch points
• Keep a weather eye on strategy – up to the highest levels. What we are

doing today will not be right for tomorrow

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Thank you Summary, questions?

Nick Trumble, MCR

B.Bus (Property), Grad Dip Applied Finance & Investment

Property & Facilities Manager BP Australia nick.trumble@se1.bp.com