WORKFORCE PIPELINE A MONTHLY FEATURE ABOUT TRAINING, EDUCATION & WORKFORCE DEVELOPMENT
w Professional Development in the Supply Chain P
redicting the ups and downs of the oil & gas industry is a risky endeavor. Groundbreaking technologies make extraction more economical, which leads to increased
revenue. But then national economies might slow down, reducing demand, increasing oversupply, and causing the price of crude to plummet, thus necessitating that operations be scaled back. In fact, about the only thing one can predict about the oil & gas industry is that the market is unpredictable.
With approximately 7500 employees globally, Halliburton’s Supply Chain organization currently has some 800 leaders. More than 25% of those leaders moved into their current roles within the past 12 months. Given the large volume and rapid pace of talent movement, the centrality of Supply Chain’s operations, and the varied business experience of potential leaders, we’ve created a variety of tools to effec- tively develop our frontline leaders. The fi rst of these tools is a 90-day checklist that provides a roadmap for new leaders to quickly align their actions with the strategic priorities of the business, and includes activities like readily identify- ing stakeholders, setting short-term goals, and tips on gaining credibility with their new teams.
Our second tool is Core Human
Resources Training, a comprehensive set of certifi cations frontline leaders must acquire to gain knowledge, skills and competence in succession management, talent selection, compensation, reason- able suspicion, the Americans with Dis- abilities Act (where applicable), and other crucial factors in managing employees. The third tool is the Supply Chain Man- agement Program (SCMP), launched in 1994 and created to provide a consistent
Amid the volatility, one area where Halliburton stabilizes expectations is in its hiring and development of profes- sionals. Looking ahead, we have always seen long-term success as dependent upon identifying, developing and retaining talented individuals for crucial business roles around the world. An integral part of retention is providing employees with opportunities for continual learning and professional growth.
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AdvancedManufacturing.org | April 2016
fl ow of talent into our frontline leadership roles. This program is fast-paced, comprising fi ve six-month rotations totaling two-and-a-half years, and typically including 25–30 employees at all times. Rotations span manufacturing, procurement and logistics, and each participant benefi ts from experiences in different geographic settings and tailored to his or her profes- sional needs. Halliburton recruits top engineering students with demonstrated communication and leadership skills for SCMP.
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