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employees. People management is also complicated by the high cost of expatriates and the requirement of the National Oil Companies and local governments to employ the local populations.


Traditionally companies have tended to address their people challenges on a case-by-case basis, with responsibility for individual projects often split between functions within the organisation. For example, HR often takes the lead on recruitment, retention, and training, Finance may lead on the cost of employment, and Operations focus on issues relating to capacity and fl exibility. This risks taking a silo based approach that encourages a focus on single issues rather than the bigger picture. But the reality is that all of these issues are interrelated.


The starting point for P3 is an assessment of


the factors affecting people and performance within an organisation. These can be broken down into capability (recruitment and retention);


“ “ FINANCE


THE KEY HERE IS TO LOOK AT HOW THESE INDIVIDUAL COMPONENTS WORK TOGETHER AND THUS DEVISE A STRATEGY THAT ENABLES THE ORGANISATION TO CREATE AN AGILE, EFFICIENT, MOTIVATED WORKFORCE.


Sarah McNaught Partner, UK Head of Energy & Natural Resources Tel:+44 20 76943368 sarah.mcnaught@kpmg.co.uk


OPERATIONS © 2013 KPMG LLP, a UK limited liability partnership, is a subsidiary of KPMG Europe LLP and a member fi rm of the KPMG network of independent member fi rms affi liated with KPMG International Cooperative, a Swiss entity. All rights reserved.


Mark Williamson Partner, UK Head of People & Change Tel:+44 (0)7767 345602 mark.williamson@kpmg.co.uk


HR


connectivity (engagement); capacity (the ability of the company to meet and adapt to demand); cost (getting more for less); and compliance (embracing all regulatory issues). The key here is to look at how these individual components work together and thus devise a strategy that enables the organisation to create an agile, effi cient, motivated workforce. To do this we factor in the unique challenges facing each industry and organisation. For instance, if we think of the Oil & Gas industry, we would look at what the ‘missing generation’ or recruitment issued caused by public perception is affecting capacity and from there devise solutions.


The result of this is a plan that addresses a company’s people requirements, giving HR, Finance and Operations a single view of the challenges and the solutions. The potential benefi ts feed through to the bottom line by generating improved cost-effi ciency, engagement and productivity.


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P3


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