Scenario Your Ship’s Captain spies an urgent threat

on the business horizon and decides to…

Recalculate!! … or, face eminent DOOM! As the TD Professional, you’re expected

to..

What would YOU do? As the Talent Development Manager, what

would you do to respond to this change in strategic direction?

HINT: DON’T get caught conducting the orchestra on the Titanic!

Why is this so difficult?

Follow along to learn how my impact mapping techniques achieved remarkable results for two major Bp recalculations in as many years.

My Bp Story

TD Centralized Model - E&P Procurement & Supply Chain Management (PSCM), 2007-2008

E&P

Recalculation #1 PSCM Leadership revamped the 10-year

strategic roadmap to move from the Centralized Talent Development model…

To a “Decentralized” TD Model!

All PSCM Talent Capability Development (and budgets) were decentralized

HR

HR

HR HR

HR

HR

HR

HR

HR

HR

HR

HR

HR

HR

HR

HR

HR

Immediate Impacts Affected Audiences: 100

PSCM professionals across 17 PSCM Global Business Units worldwide.

New Responsibilities: T&D capability responsibilities incurred by HR ‘tags’.

Separate Budgets: Each Business Unit now would fund all their own T&D capability plans for their location.

Skills Deficiency: The HR ‘tags’ were not skilled in dynamic rapid needs analysis.

Reduced Central Resources: Prompted cuts in T&D plans such as Corporate MBA programs, etc.

Succession Paths: PSCM professionals plans required them to rotate roles & global location every two years.

Our Houston PSCM L&D Team took charge! Our Mission: ‘Dynamically realign’ all PSCM capability planning efforts in accordance with the new PSCM 10-year strategic roadmap.

1. Created a PSCM L&D Learning Council comprised of the 17 HR ‘tags’ from all locations.

2. Taught them the Training Impact Map™ methodology and how to accurately collect valid needs analysis data.

Training Impact Map™ Skillset Alignment Program Is an impact mapping methodology and toolkit for dynamically realigning your people to address your organization’s most urgent and critical business needs.

What is the Over-arching Goal of TIM™ ? To ensure the right people are equipped with the right skillsets at the right level of mastery at the right time -- and, within budget for at least two years. What does the Training Impact Map™ do? The TIM™ toolkit provides guidelines for dynamically realigning the urgent employee skillsets to your business’ short-term strategic roadmap. Thus, rapidly producing aligned learning plans designed to cascade to all major levels of the organization in response to strategic recalculations. (See TIM Wheel™ graphic.) How does TIM™ work? Using the TIM™ impact mapping process for data collection and IF-THEN scenario planning, the toolkit’s templates promote leadership discussions and decisions for preparing your people to perform effectively in the new environment -- both proactively and within budget.

11 Staying Aligned in Turbulent Times with TIM®

How TIM™ is different from a traditional TNA model Traditional TNA Competency modeling

processes build the framework from the bottom up.

Curricula address broad job competencies for 5-10 years.

Requires many months to collect /assimilate the “good data.”

Corporate learning offers often don’t tie directly to the balanced scorecards; thus, ROI is difficult to prove.

Training Impact Map™ (TIM) Designed to complement the

existing learning framework; not replace it.

Focuses on precise skillsets for specific on-the-job behaviors.

Data collection is aligned with the urgent and high priority business problems.

Right people are given the right training at the right time to achieve immediate results.

Skills transfer / environmental changes are embedded in the solutions per stakeholder agreements.

Staying Aligned in Turbulent Times with TIM® 12

TIM™ Skillset Alignment Overview

TIM™ Gap/Needs Assessment

Training Impact Map™ (for each skillset category approved by Stakeholders)

TIM Wheel™ (Flexible Learning Plan)

Executive Level Interviews

Front-Line Leader Level Interviews

Optional Individual Competency Assessment

Achieve Business Results

13

Step 1: Conduct Stakeholder Discussions

1. What are the short-term business goals for the next two years?

2. What’s keeping your stakeholder awake at night?

3. What strategies are planned for preparing the people for the next two years of change?

14

Stakeholder Discussion Template

Step 2. Gather Detailed Data from Managers (across locations)

Managers further dissect key performance areas (gaps) as they relate to on-the-job performance within their teams.

Identify the specific skill sets and minimum mastery level to effectively address their KPIs.

16

Common priorities emerged during Focus Group work sessions

17

Managers voted to prioritize the skillsets & behaviors per urgency and criticality of need criteria.

Managers discussed “If–Then” impact scenarios to decide on critical competency gaps / measures

18

I think they need group decision-making

techniques

Sounds more like meeting facilitation

skills to me

Let’s build TIMs for both skill sets to determine

actual workplace behaviors

Optional Step 3. Gather individual details (Level 3)

Individual employee data can be collected via personal interviews or self-assessment scores derived from capability assessment reports.

Additional data can be obtained per Personal Development Plan discussions with their line manager.

19

Step 4. Complete TIM™ “IF-THEN” template:

IF… they agree to support the CSFs for promoting long-term skill transfer in the workplace, such as:

Improved technology, processes, procedures and policies necessary to facilitate the desired on-the-job behaviors

Realign roles, job descriptions and incentives for sustaining the desired behaviors

Provide resources for the CSFs for at least 90 days Impose negative repercussions to those who

do not adhere to the agreed upon CSF recommendations.

THEN… business success is guaranteed!

Step 5. Stakeholders & Managers Agree on the Critical Success Factors

Staying Aligned in Turbulent Times with TIM® 21

22

Practice this IF-THEN discussion with your partner

Step 6. Submit the final prioritized TIMs to the Stakeholder for sign-off For final review, edits and APPROVAL

signature. “This is good stuff!”

“You really understand our business!”

“I made a few edits and now they’re ready to submit!”

“Let me know the next steps.”

“Thanks for your hard work!”

23

Skillset Topics

Minimum Skill Level

Specific

Audience

Training Provider Cost

Estimates

Learning Objectives

Sourcing Training

Providers

Evaluation Plans

Business Performance

Objectives

KPIs and Metrics

Evaluation

Plans for ROE, ROI

Manager Accountability

Skill Transfer Activities (for

90 days)

Cultural & Environmental

Change Management

Revisit unchecked

gaps are addressed separately

Checked gaps

are tracked

ROI and ROE achieved?

Now, It’s Time to Go to Work!

TIM™ Skillset Alignment Overview

TIM™ Gap/Needs Assessment

Training Impact Map™ (for each skillset category approved by Stakeholders)

TIM Wheel™ (Flexible Learning Plan)

Executive Level Interviews

Front-Line Leader Level Interviews

Optional Individual Competency Assessment

Achieve Business Results

25

Compile the prioritized / approved TIM™ maps by:

Skillsets, mastery levels, target audience, category owners

Used for building master budget and sourcing learning providers.

Maintains direct alignment with the business scorecard, organizational strategic roadmap and the approved master budget.

Step 7. Build the aggregate TIM Wheel™

Staying Aligned in Turbulent Times with TIM® 26

Draw it out!

BP PSCM Aggregate TIM Wheel™

41%

53%

35% Continuous Improvement needs HR

CM

L&D

Market Sector Strategy

71% 82% 47%

35%

35%

29%

29%

35%

29%

35%

41% 35% 30% 30%

.06% 53%

41%

28

Inner Circle: Segmented by “Owner” who is accountable for

providing the learning to the target audience

Aligned TIM Owner Report - Global L & D

29

Top Ranked Skill Sets Business Unit/ Locations Benefits to the Business

Negotiations Canada, Alaska, Andean, Angola, AsiaPac, AZ, N. Africa, N. Sea, Dubai, Egypt, Trinidad, Chicago, Louisiana, Houston

- PSCM throughput will increase 2x due to reduced time in internal negotiations - Negotiate improved terms and convictions with suppliers

Cost Modeling Canada, Alaska, Andean, Angola, AsiaPac, N. Africa, N. Sea, Egypt, Trinidad, Chicago, Louisiana, Houston

-Value creation delivery is 7-9% applied to GFO -Ability to offset inflation as market recovers

Contract Execution & Compliance

Louisiana, Houston, Andean, Angola, AsiaPac, N. Africa, N. Sea, Trinidad

-Standardize contract plan in 6 Business Units -Contracts should be less ambiguous , easily executable, and take less time to reach resolution

Supply Market Analysis Dubai, Egypt, Trinidad, Chicago, Louisiana, Houston

- Evaluate critical industry information to make effective sourcing decisions - Understand structure of the supply market, identify and evaluate key players

Financial Skills AZ, N. Africa, N. Sea, Dubai, Louisiana, Houston

-Develop Cost of Goods & Services guidelines for planning and budgeting

Stakeholder Relations Canada, Alaska, Andean, Angola, AsiaPac, Chicago, Houston

-Promotes internal culture of accountability, ownership, collaboration and credibility with the line stakeholders -Minimize risky behaviors due to increased information flow among stakeholders

Influencing Skills Canada, Alaska, Andean, Angola, AsiaPac, Houston

-Explain their recommendations to the line and suppliers with confidence and credibility

Materials Management N. Africa, N. Sea, Egypt, Trinidad, Louisiana, Houston

- Develop standardized MM inventory baselines and standardized MM practices - Optimize inventory by 50% in 2 years

Facilitation & Meetings Houston, Andean, AsiaPac, N. Africa, Trinidad

-Team & group decisions directly relate to risk management strategies - Meeting facilitation processes become embedded in culture fostering increased professionalism and leadership capabilities

EXAMPLE: Local Business Unit Cascade TIM Wheel™

HR

CM

L&D

Market Sector Strategy

L5: 24 (I+)

This business unit has identified 7 people with a job grade H (or higher) as needing this skill set (Negotiations) to achieve Level 3 (Skillful

Application). The L&D Department is accountable for providing the appropriate learning solution that meets the approved

TIM™ requirements for that skillset.

30 Staying Aligned in Turbulent Times with TIM®

Target Audience: Number of People Job Grade ( )

Desired Competency: L1 = Awareness L2 = Basic Application L3 = Skillful Application L4 = Mastery L5 = Expert

Outer Ring:

This contains the business unit’s skillsets that align with the master TIMWheel™, while providing its own local training.

Audiences for the TIM Skillset Re-Alignment Reports Aggregate Report / Budget: • CEO and Leadership Team • VP of HR • Dir of HR • Talent Manager • Learning & Development

Manager

17 Local BU Reports / Budgets: • BU Executive Leadership

Team • BU Capability Manager • Local HR ‘tag’ • Learning & Development • Local Middle Managers • Individual Employees

February, 2010 – Final Executive Report Revealed Themes:

Formal Training is not the only solution! Are the right people attending the right course for them? Solutions need to be “just in time” targeting current

business problems. Align with other Content Owners for deeper learning

opportunities. Leverage resources across Business Units. Critical Success Factors embed culture of work-based

learning!

The TIM™ Process was a Win-Win! Overall Feedback from HR ‘tags’:

Very positive re: the collaborative relationships and candid communication that transpired during this dynamic process.

Notable Feedback: The ELT strategic discussions were very enlightening. The Level 2 interview sessions allowed the Managers to describe

their “pain” with the current capability gaps in their operations. Managers felt acknowledged and reassured that there are solutions

to target their gaps. The Leadership Team’s signed approval of CSFs acknowledged

their commitment. Two years of resources were allotted for the implementation of the

learning solutions!

33

PSCM Two-Year Learning Plan, March 2010

The TIM™ Two-Year Plan really adjusts to our

Business Strategy!

CUSTOMER How should we appear to our customers?

Service Excellence Trusted Business Partner

BUSINESS PROCESSES What business Process must we excel at?

Develop New Products Understanding Customer Segments Reduce Cycle Time Provide Rapid Response Cross-Sell the product Line Shift to Appropriate Channel

FINANCIAL How Should we appear to our shareholders?

Broaden Revenue Mix Improve Operating Efficiency Improve Enterprise Financial Health

LEARNING & GROWTH How will we sustain our ability to change and improve?

Hire Key Technical Talent Implement Cross-Training Provide Access to Transaction Information Align Personal Goals Increase Employee Productivity

Business Strategy

34 Staying Aligned in Turbulent Times with TIM®

Two Months Later…

On April 20, 2010 Tragedy Struck

GoM’s Deepwater Horizon

Exactly one year later…

• Change of Top Leadership • Tarnished Public Image • Huge Monetary Penalties • Governmental Mandates & Regulations

Imposed • Bp Operations Highly Scrutinized • GoM’s PSCM LT declared an urgent &

critical need for Risk Mitigation!

Recalculation #2

GoM’s TIM Learning Plan Realigned

TIM Gap/Needs Assessment

Training Impact Map (for each skillset category approved by Stakeholders)

TIM Wheel (Flexible Learning Plan)

Executive Level Interviews

Front-Line Leader Level Interviews

Optional Individual Competency Assessment

Achieve Business Results

38

Conducted rapid needs interviews re:

Risk Mitigation Issues

Created TIMs for leadership to prioritize

and approve

Adjusted the GoM TIM Wheel™

and Launched 3 Learning Offers

Risk Mitigation Handled!

BP GoM, Learning Offer 2011 TIM Wheel™

HR ME

PSCM L&D

Desired Competency Levels: L1 = Awareness L2 = Basic Application L3 = Skillful Application L4 = Mastery L5 = Expert

39

L3: TLs

L2 L3

L4

L2

L1

Stakeholder Relations

for PSCM

L4

L3 L3

L2

L2

L4

L1

Working Fridays 11:30- 12:30

Schedule your team with

Alice Bradley Two-days ILT Priority Management

Two BP sessions only

Langevin Two days ILT

Two days - ILT PSCM Academy

Petroleum On-line (9 topics) $125 ea.

Accenture SC Academy

On-line $50 each

Launched 3 Learning Offers in 7 months

Dynamically realign employee skillsets in accordance with the urgent needs of your business’ strategic roadmap, and… Build and budget for a targeted, learning plan

focused on the short-term business goals, and… Engage leadership’s commitment & support for on-

the-job skill transfer beforehand, … Then … The right people will be equipped with the right skills at the right level at the right time to meet the urgent Recalculations of the business!

Staying Aligned in Turbulent Times with TIM® 41

IF …You utilize the TIM™ Methodology to:

Do YOU see a ‘Dynamic Realignment’ in Your future?

Attend my pilot TIM™ Workshop and earn your seat at the Captain’s Table!

Alice Bradley Creator of the Training Impact Map™

Skillset Alignment Program www.abconsultdesign.com

You can either arrange the deck chairs on the “Titanic”… OR,

Contact Information +1-713-542-1232 abradley@abconsultdesign.com www.abconsultdesign.com

Staying Aligned in Turbulent Times with TIM® 43

Thank You for Coming!

Here’s what You will learn at the TIM™ Workshop: 1. Conduct stakeholder interviews and manager meetings to

assess their urgent and priority issues. 2. Collect and enter the ‘right’ data to on-line TIM™ templates

to ensure alignment and obtain approval. 3. Assemble the various cascading TIM™ Wheels and reports. 4. Source the learning providers to align with the TIMs. 5. Estimate the 2-year budget plan. 6. Measure progress for ROI results.

Staying Aligned in Turbulent Times with TIM® 44

IF.. you see a ‘Dynamic Realignment’ lurking on YOUR business’ horizon, THEN…