cls conocophillips 0110 non-tpt 1 © 2010 targeted learning career leadership skills maximizing...

CLS ConocoPhillips 0110 Non-TPT 1© 2010 Targeted Learning

Career Leadership Skills

Maximizing Employee EngagementAnd Retention


Workshop Objective

By the end of this workshop, 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 improve engagement, performance and

retention.

3. Understand the factors that influence careers and career path

opportunities at ConocoPhillips.

4. Know how to engage your people in meaningful development/career

discussions that will help them make more informed and effective

career decisions.

1

CLS ConocoPhillips 0110 Non-TPT 3© 2010 Targeted Learning1

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

© ConocoPhillips

Q. 13 I feel my career

goals can be met at

COP

Q. 12 Had meaningful

discussions with my supervisor

about my development

Q. 9 Good understanding of possible career paths

Total % Favorable Total % Neutral Total % Unfavorable

Q. 5 Receive sufficient constructive feedback to improve my performance

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


Which of these 4 results is of greatest concern to you?

1. Q13: Career goals can be met at COP

2. Q12: Had meaningful discussions with my

supervisor about my development

3. Q9: Good understanding of possible career paths

4. Q5: Get feedback that helps improvement

1


What is a career?What is a career?

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

Targeted Learning

Careers are unique to each person and are dynamic, unfolding throughout life. They include not only occupations, but pre-vocational and post vocational concerns as well as how persons integrate their work life roles. The sequence of occupations, jobs, and positions engaged in or occupied throughout the lifetime of a person becomes a career.

Workinfonet.bc.ca/lmisi/Making/APPEND/APPENDB.htm

2


Direction of ImpactDirection of Impact

Ability

Contribution

Impact

Fulfillment

Promotion

Salary


Which ONE has had the greatest influence on you considering or deciding to leave a

previous position or company?

3

1. Lack of Interesting Work

2. Lack of Meaningful Work

3. Lack of Work-Life Balance

4. Inadequate Salary

5. Inadequate Opportunities for Promotion

6. Inadequate Job Security

7. Non-Supportive Climate

8. Poor Supervisory Style


Select Your 1 Most Important When Choosing Your Next Position

3

1. Interesting Work

2. Meaningful Work

3. Work-Life Balance

4. Salary

5. Opportunities for Promotion

6. Job Security

7. Supportive Climate

8. Supervisory Style


Select Your 1 Least Important When Choosing Your Next Position

3

1. Interesting Work

2. Meaningful Work

3. Work-Life Balance

4. Salary

5. Opportunities for Promotion

6. Job Security

7. Supportive Climate

8. Supervisory Style


Would you . . .

1. Yes2. No

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

3


Would you . . .

1. Yes2. No

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

3


Would you . . .

1. Yes2. No

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

3


What Drives Career Decisions at ConocoPhillips?

4/ConocoPhillips

45689

1720

31

3 45

9

41

7

1614

0%

10%

20%

30%

40%

50%

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

Based on data from COP workshops held from 2006-2009. 1,960 managers – Engagement Excellence/6 Conversations1,385 people who attended the Mastering My Career workshop

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


Career Drivers at ConocoPhillips

5

Percentage of ConocoPhillips Employees* Having

the Following Career Drivers as:

Career Driver One of Their Top Two Least Important ◊

Maintaining

Balance

Being the

Expert

Fostering

Innovation

Leading

Others

44.6%

31.0%

30.1%

25.6%

14.8%

14.0%

7.1%

26.2%

* From 1,699 ConocoPhillips employees who completed the Career Drivers Profile from 2006 through 2009.

◊ This column adds to more than 100% because 50 percent of all participants had two or more drivers with the same lowest score.


Career Drivers at ConocoPhillips

5

Percentage of ConocoPhillips Employees* Having

the Following Career Drivers as:

Career Driver One of Their Top Two

Serving Others

Achieving

Stretch

Gaining

Autonomy

21.3%

16.8%

13.4%

23.2%

24.5%

20.7%

Least Important ◊

* From 1,699 ConocoPhillips employees who completed the Career Drivers Profile from 2006 through 2009.

◊ This column adds to more than 100% because 50 percent of all participants had two or more drivers with the same lowest score.

Ensuring

Security17.5% 22.4%


The Continuous Development Model

ConocoPhillips11


Your Most Fun Work Experience

1. What was the job or project?2. Review the 15 characteristics on page 13 of

your manual and check off all those that were present at the time of the job/project you identified.

3. Did you experience significant personal growth during this time?

4. Was your productivity high at this time?5. Did your experiences at work at this time give

you reason to be optimistic about your future?

Part A: Identify the best job or project you’ve worked on. It should be a time when your work was fun and energizing, and contributed significantly to your overall happiness.

12


How many did you check off?

1. 1-7 out of 15

2. 8-11 out of 15

3. 12-15 out of 15

13


Did you experience significant personal growth?

1.Yes2.No

12


Was your productivity high?

1.Yes2.No

12


Did you have reason to be optimistic about your future?

1.Yes2.No

12


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.”

14


Keys to Helping Employees Meet Their Career Goals

1. Make the Current Job More Engaging.

2. Clarify the Appropriate Division of

Responsibility.

3. Help People Find Their “Sweet Spot.”

4. Anchor Career Plans in Reality.

5. Focus People on Growth and Contribution.

6. Help People Create Development Plans that

Really Work.

7. Support Your People Through Timely, Meaningful

Career Conversations.

14


Key #1: Make the Current Job More Engaging

Total Personal Engagement • Mental • Emotional • Social • Hope

Happiness:• Fun • Pleasure• Peace-of-mind• Joy• Excitement• Fulfillment

Growth:• Capability• Knowledge• Skill

Business Impact:• Productivity• Innovation• Quality• Contribution

Sustainable Individual

And Organization Success

15

CLS ConocoPhillips 0110 Non-TPT 25© 2010 Targeted LearningConocoPhillips19

Application: Make the Current Job More Engaging

Identify what you can do to make the jobs of your direct reports more engaging. Record your ideas on your Learning and Applications Log.


Key #2 Clarify the Appropriate Division of Responsibility

ConocoPhillips19

Review the roles and responsibilities listed on page 19 for:

– The Employee

– Supervisors

– The Company


Key #3: Help People Find Their Sweet Spot

Your Competence

YourPassion

Organizational Needs

a.

c.

d.

e.

f.

b.

g.

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

COMPETENCE: Those areas of skill and ability that you do naturally well.

PASSION: Those things that you love to do, independent of how well you do them.

Zenger/Folkman and ConocoPhillips20


Leveraging Strengths

1. Your direct reports’ best chances for doing work that will keep them

fully engaged exist in segment __. This is the segment where your

people should be in terms of most of their day-to-day work

responsibilities.

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 __.

20

e

e

Total engagement is only possible when people focus their energies

on the opportunities that truly fit. Please complete the following

sentences:

b ac f

e c


Managing Weaknesses (i.e., Talent Deficiencies)

1. Partnering with people who have talents that compensate for your weaknesses.

2. Avoiding assignments where your weaknesses are likely to become derailers.

3. Renegotiating the requirements of the job.4. Changing the system or process.

5. Adopting enabling technology.

21

6. Moving to a job or career path that represents a better fit.


Potential Derailers:

• A weakness that undermines your ability to achieve either business or career goals

• A trait that inhibits your overall effectiveness— or prevents you from using your strengths

• Falling short in an area (habit, behavior, trait) that is mission critical to your job

• Failure to consistently exhibit a trait, habit or behavior that is considered critical for everyone in the organization to exhibit

21


Application: Help People Understand their Responsibilities and Find Their Sweet Spot

Identify what you can do to help your people in these two areas. Record your ideas on your Learning and Applications Log.


Key #4: Anchor Career Plans in Reality

Richard A. Moran: “Career path implies a well worn route. The truth is that you make your own way running around the organizational bushes and brambles.”

What is a career path?

A career path is the general direction a person’s career might take—e.g., line or staff, technical or managerial, marketing or operations, research or commercial, upstream or downstream, etc.

ConocoPhillips25


What best describes your career path?

1. Well-worn route

2. Made my own way running around the organizational bushes and brambles

25


What are the Career Paths at ConcocoPhillips*?

Local Career Paths---Salary and Progression is locally or represented agreement based

Managed locally or by represented agreement

Local professional, clerical or technician ranks

Nationally Based Industry Professions

Salary and Progression are nationally

and/or globally based

Business Professional (HR, GSS, Finance)

Downstream Technical Upstream Technical

Legal Aviation Medical

Purchasing Non-Technical Sales

57%

40%

~10%Supervisors and managers

Executive & Senior Management3%

ConocoPhillips

* Does not include store/retail employees

26


How Does One Change Career Paths?

• Voluntary

• Mutually directed development

• Business need

• Voluntary

• Mutually directed development

• Business need

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

ConocoPhillips27


What Influences Career Path Opportunities?

ConocoPhillips27


Resources to Help You Identify and/or Access Available

Opportunities

ConocoPhillips28

• Supervisors/Managers

• Human Resources Business Partner

• Talent Management Teams (TMTs)

• Career Express or Career Link

• Training Resources

• Job Postings

• Personal Profiles (internal resumes)

• Individual Development Plans

• Functional Career Maps


Talent Management Team Roles

ConocoPhillips28

･ Identify current and future functional skills to

meet business strategies

･ Assess aggregate and individual functional skills—

strengths & gaps

･ Develop comprehensive company strategies to

recruit, promote, monitor and develop employees

within function to meet current and future

organizational needs

･ Identify and allocate senior functional expertise

within function

･ Develop career planning tools for employees within

their function


Talent Management Teams in ConocoPhillips

ConocoPhillips28

Upstream

Asset Management

Business Development

Geology & Geophysics

Production Technology &

Operations

Reservoir Engineering

Wells Engineering &

Operations

Downstream

Downstream Engineering

Marketing

Transportation

Commercial & Corporate Staffs

Commercial

Communications & Public Affairs

Finance

GSS

GIS

Health, Safety & Environment

Human Resources

Integrated Occupational Health

Services

Legal

Project Management

Procurement

Downstream Research & Development

Real Estate & Facilities

Technical Marketing & Development


Career Development Resources

29

• Making Your Mark

• Mastering My Career

• Designing My Career


Employee Profile

30

• Serves as an employee’s COP internal resume

• Captures an employee’s key experiences, skills

and career objectives

• Used within and shared with the online job

posting/application process

• Can be made available to supervisors, hiring

managers and related decision makers

performing internal talent searches


Employee Profile—Job Search/ Application Integration

30

Searching and applying for Open Job Positions• Use Career Express, if you are searching/applying

for positions located inside the United States or Canada

• Profile integrates automatically for US and Canadian positions

• Profile changes require 4 hours for processing

• Use Career Link, if searching/applying for positions located outside of the United States or Canada

• No automated profile integration• Employee profile e-mailed to job posting manager by

employee (copy/paste into MS Word document)

• May require searching both systems to find all positions in your area of interest


Application: Anchoring

Plans in Reality

30

What can you do to help your people anchor their

plans in reality and access available resources

and opportunities? Record your ideas on your

Learning and Applications Log.


Case Study Debrief

1. Initially, what conditions or behaviors were undermining Steve’s engagement, happiness and employability?

2. What attitudes and behaviors were responsible for the dramatic improvement in Steve’s engagement, happiness and employability?

3. What can supervisors learn from this case?

32


A Vicious Cycle

InsecurityLess

_________

Less

__________

Reduced

___________Initiative Productivity Employability

32

What gets you here?

Spending too much time in your “Circle of Concern”


A Virtuous Cycle

Greater Personal Engagement, Happiness and

Incentive to Stay

Greater Employability

Greater Confidence

Greater Initiative

Greater Productivity

32

What gets you here?

Focusing on your “Circle of Influence”


Intellectual Capital:The Key to Sustainable Success

Physical Capital: property, plant, equipment, raw materials, and money.

Capital: a store of assets that can be used to create future returns.

Intellectual the intangible assets ofCapital: an organization such as

knowledge, information, experience, intellectual property, customer loyalty, etc.

33


The Value of Intellectual Capital

Intellectual Capital

Physical Capital99%

1%

Microsoft U.S. Economy

70%(Estimated

to be approx. 20% in 1980)

30%

ConocoPhillips

59%

41%

33


• 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 Knowledge

The Five Stages of Contribution

Acquiring Knowledge

Applying Knowledge

Creating Knowledge

Sharing Knowledge


34


Research on the Stages of Contribution

94%

70%

60%

26%

15%

0

100

Acquiring Applying Creating Sharing Leveraging

Percent Viewed as Above Average

Average Age

39 39 41 41 44

100%

0%

StageOne

StageTwo

StageThree

StageFour

StageFive

34


Which stage represents the greatest contribution gap?

1. Acquiring Knowledge

2. Applying Knowledge

3. Creating Knowledge

4. Sharing Knowledge

5. Leveraging Knowledge

34


Study Conclusion

To be consistently viewed as a high

performer, an individual needs to move

beyond Stage ___. Only Stage _____,

Stage _____ and Stage ____

consistently deliver competitive

advantage for the individual.

Two Three

Four Five

34


Summary of Key Learnings

• Growing through the stages can be achieved independent of one’s position (i.e., keeps one in the “Circle of Influence”).

35

• Growing through the stages makes one more valuable to the organization.

• Growing through the stages is how one can keep the job interesting and make more of a difference in organizations.

• Growing from one stage to the next does not necessarily mean more work. It represents a more effective way to use one’s time.

• Even people as dynamic as Kathy need support from their managers (and others) in order to contribute to their full potential.


• Creativity and resourcefulness

• Expansive networking

• Dealing with ambiguity

• Influence, persuasion and leading others

• External, industry, and strategic perspective

• Negotiation

• Coaching and interpersonal skills

• Teamwork• Influence, persuasion and leadership

• Organization perspective

• Collaboration and “sense of security”

• Modeling

• Technical depth

• Analytical skills

• Risk taking• Creativity and resourcefulness

• Balancing competitiveness and collaboration

• Technical networking

• Dealing with uncertainty

• Technical and analytical skills

• Teamwork skills

• Initiative and sound judgment

• Balancing dependence and independence

• Organizational context

• Self-motivation

• Self-knowledge

• Learning from others

• Seeking help and direction

• Being open to feedback

• Attention to details

• Working with others

• Flexibility• Admitting mistakes


Sharing Knowledge

Creating Knowledge

Applying Knowledge

Acquiring Knowledge

Most Critical Competencies by Stage

Acquiring Knowledge

Applying Knowledge

Creating Knowledge

Sharing Knowledge


35


The Engagement Cycle

Ability

High

Low

MotivationHigh Low

B C

A D

X

36


The Stages and The Engagement Cycle

Ability

High

Low

MotivationHigh Low

Creating

Sharing

Leveraging

Acquiring

Applying What can you do to help your subordinates expand vertically in their current jobs?

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

B C

A D

36


What are the costs of changing jobs too frequently?

To the individual? To the organization?

B C

A D

B C

A D

Other Options – Job Change

Applying

Acquiring Acquiring

36


The Value Added by the Stages of Contribution

Please read the ways the

stages model can add value,

and check off any that are

particularly relevant for you

or those you lead.

37


Which of these 9 points is most relevant for your subordinates?

1. Remaining a high performer 2. Decoupling leadership from hierarchy3. Meeting unarticulated expectations4. Avoiding getting “stuck in the box”5. Avoiding stagnation and boredom6. Taking control of one’s own destiny7. Lifelong learning and expanded impact8. Communicating about interests and

opportunities9. Selling themselves more effectively

37


Manager Perceptions ≠

Employee Perceptions

38

11%

34%

15%

2%

6%

23%

12%

37%

32%28%

0%

5%

10%

15%

20%

25%

30%

35%

40%


Manager Employee

Perception of Employee’s Predominant Current Role

Manager Perceptions of Employees

Employee Perceptions of Themselves

What are the implications of this perception

gap for employees?

Manager Perceptions of Employees

Employee Perceptions of Themselves


Manager Expectations ≠ Employee Expectations

38

16%

11%

42%

38%

31%

4%

29%

22%

7%

1%0%

5%

10%

15%

20%

25%

30%

35%

40%

45%


Manager Employee

Expected Predominant Roles of Employees in Next Two Years

Manager Expectations of Employees

Employee Expectations of Themselves

What are the implications of this expectations

gap?


Application: Focusing on Growth and Contribution

What can you do to help your direct reports use the stages concept to maximize their growth and contribution—and hence their employability? Record your ideas in your Learning and Applications Log.

38


Back Home Applications #4:Clarifying Perceptions and Expectations

39

Purpose: This tool has been created to enable you to give your

subordinates specific feedback on how you see them

contributing in terms of the Five Stages.

Method:

1. Give each subordinate a copy of this assessment tool.

2. Complete the same assessment for each of your subordinates.

3. Meet with each subordinate to explore the implications.

4. Encourage subordinates to use the Personal Development Guide to

create robust Individual Development Plans.


Key #5: Help People Create Development Plans that Really Work

Experience

Formal Training & Education

Individual Relationships & Feedback

~70%

~20%

~10%

ConocoPhillips49

Apply the 70:20:10 Rule*

*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


The 70:20:10 Rule Maximizes The Probability of Success*

•70 percent of the learnings that drive leadership success come from on-the-job and other experiences—learning by doing.

•20 percent of the learnings come in the form of reflection, feedback, coaching and advice from managers, colleagues, mentors and others.

•10 percent comes from formal education and training.

49



Learning Agility*

• Seeking and securing new _________ at work.

• Learning from your experiences through ________ from others.

• Taking the time to ______ on and thereby learn from both your successes and failures.

• Having the ________ to apply your learnings to unlearn old habits and develop new ones.

49

challenges

feedbackreflect

discipline



Get the Timing Right

Ability

High

Low

MotivationHigh Low

B C

A D

X

50

When is the best time to encourage someone to complete an IDP and have a development discussion?


Get the Timing Right

The best time for a career discussion is when someone is in the early to mid-stages of quadrant __.

The worst time is when someone is in quadrant __.

B

D

50


How would you rate Kim as a coach/talent developer?

1. Terrible2. 3. 4. 5. 6. 7. 8. 9. 10.Excellent

51


Evaluating Kim as a Coach

• What did Kim do that was effective?

• What did Kim do that was ineffective? What could Kim have done differently?

52


How does Kim compare with your past managers/supervisors?

1. Kim is better

2. Kim is the same

3. Kim is worse

52


How do you compare with Kim?

1. Kim is better

2. Kim is the same

3. Kim is worse

52


A Division of Responsibilities for Career Discussions

Individual’s Roles and Responsibilities

Manager/Coach’s Roles and Responsibilities

• Initiate and lead

the career

discussion.

• Prepare the agenda

(IDP).

• Sometimes initiate.

Be open, available

and supportive.

• Follow the

individual’s agenda.

53


IDP Discussion Agenda

Step 1: BUILDING SHARED UNDERSTANDINGWhat do we want to accomplish? (What

will make the discussion meaningful?)

Step 2: CREATING ALIGNMENTHow do we align the individual’s

needs with the organization’s needs?

Step 3: LOOKING BACKWARD AND FORWARDIs the plan SMART, who will do what,

and what are our next steps?

55-57


Practice Discussion: Decisions, Decisions!

Exercise Steps (Timings):— Prepare: 5 minutes— Hold Discussion: 10 minutes— Debrief: 10 minutes

Roles:— Manager viewpoint/role: pages 58-59— Direct Report viewpoint/role: pages 60-61— Observer notes: pages 62-63

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

and everyone completes the assessment on page 642. Manager self-critique3. Direct Report gives feedback to manager4. Observers give feedback to manager

58


IDP Discussion Demo Script

• Context: Mel Bradshaw is an IT professional who has worked with the company his entire career. He is meeting with his manager, Pat Warren, to discuss his career plan.

• Roles:

—Supervisor-Read Pat’s script

—Direct Report-Read Mel’s script

—Observer(s)-Answer questions in margin.

• Debrief and then rotate roles at the end of each page.

75


How Effective Was Pat?

1. Highly Effective

2. Effective

3. Somewhat Effective

4. Not Effective

82


How Effective Are You?

Considering your past career discussions with subordinates, how effective have you been compared to Pat?

1. More Effective

2. Same

3. Less Effective

82


How Confident Are You?

How confident are you that you can engage your people in meaningful development/career conversations in the future?

1. High confidence

2. Moderate confidence

3. Low confidence

82


Next Step—It’s Up to You

“The purpose of training is not knowledge alone, but

action. As individuals, it is our responsibility to pursue,

with courage and good judgment, the changes that we

regard as necessary, ethical

and fair.”

82

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