Resourcing for the future


Resourcing for the future

What is your company’s level of workforce planning maturity?

The anticipated surge in energy demand from developing countries will be mirrored by an increase in demand for skilled talent to deliver on growth ambitions. For the offshore energy sector, the need for improved visibility in workforce supply/demand data to support effective decision making has never been greater.

Offshore energy organisations are already faced with challenges in sourcing the right talent for current and planned projects. Skills shortages, an aging workforce, enterprise cost reduction and an increase in operations in remote locations only add further complexity. Over half of oil and gas workers are over 45 years old and retaining the wealth of institutional knowledge held by a soon to retire workforce will call for creative and thoughtful interventions designed to incentivise knowledge transfer. Extending careers of retirees by flexibly redefining roles around lasting relationships and allocating time to transfer knowledge will help drive innovation into traditional talent management practices. While tactics such as these can help to mitigate the impact of an aging workforce a more strategic and data driven approach is required to plan for the longer term. This means using workforce planning and analytics to forecast future resource requirements. Scenario modelling to influence business decisions based on talent opportunities and constraints will be critical to deliver on business plans and to exploit offshore opportunities in the future. But is HR ready for this? Apparently not yet.

Deloitte’s 2014 Global Human Capital Trends report revealed that ‘Talent and HR Analytics’ is the area where organizations feel the least prepared. In a survey of 2532 leaders and HR executives across 94 companies, only 11 percent indicated that their organization is ready for Talent and HR Analytics. Of the HR executives participating in the study 62 percent indicated that their organisations’ capability to conduct multi-year workforce planning is at a level that they consider to be ‘weak’.

Getting people in the right place with the right skills when they are needed will only be possible with effective workforce planning and strategic sourcing decisions. Offshore organisations with access and ability to integrate reliable internal data and external macro-economic data are likely to have an advantage in the marketplace. They will be able to utilise integrated workforce data sets to identify the right sourcing strategies and create the optimal mix of internally grown talent and externally ‘bought’ or ‘borrowed’ talent. Getting a gauge of skill proficiency in critical technical resources will remain an important aspect of capability housekeeping. Volatility in markets and diversity in energy supply pursuits will call on a variety of skillsets at any given moment. While there is no single solution to address the myriad of resourcing constraints that organisations will continue to face in this sector an integrated and data driven talent management strategy will help prepare for and respond to change.

More information?

Please contact Sarah Rogers at +31882884406

Global Human Capital Trends 2014
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