NEW STRATEGIES & SOLUTIONS IN THE GLOBAL WAR FOR

TALENT April 8-9, 2014

u p s t a r t 3 6 0 . c o m / l i v e

MISSION POSSIBLE Hiring, Identifying And Growing Leaders

Moderator: Marsha Murray President, Murray Resources

Roger Mosby VP of HR, Kinder Morgan

Melissa Squyres Director of HR, China National Petroleum Corp. USA

Robert Glaspie Leadership Development and Methods Consultant, Ocalm, Inc.

Susan Webb Global HR Director – Surface Technologies, FMC Technologies

Hiring Leaders- A Kinder Morgan Case Study By

Roger C. Mosby Senior VP, Kinder Morgan, Inc

A multi-state Kinder Morgan division organized around regional vice presidents with business areas managed by general managers

Rapid growth in this division which had grown from about 75 employees to over 4,000 in less than 10 years

Growth was primarily by acquisition

General managers were difficult to recruit (and promote from within the existing structure)

Senior managers couldn’t agree on what a successful general manager looked like

Regional VPs selected who they knew and not necessarily the best qualified for GM positions

Cross pollination between regions and other areas of the larger company didn’t exist

There was no real consensus on hiring criteria

Regional VPs generally expected to hire someone fully trained but didn’t know exactly what that meant

Open positions remained open which resulted in lost business, festering personnel problems and overwork of others

There was a lack of recognition of what was the real problem

There was a tendency to reorganize rather than solve the problem

There was little internal development taking place which resulted in turnover

There were no internal candidates ready to move into GM positions

We developed a GM Capabilities Model which identified the critical skills needed to: ◦ be successful as a GM, and ◦ identify the critical skills needed to advance to a more

senior position

Once developed, the Model was used for identifying internal and external job candidates that had a high likelihood of success

The Model was applied to internal candidates that were being developed for GM and more senior positions as a measure of progress in development

Foundational Adaptability/Flexibility

Composure Entrepreneurism Integrity & Trust

Work Ethic

GM Capabilities Model Mission Critical

Business & Financial Acumen

Customer Relations

Decision Making

Handling Complexity

Operations Knowledge

Participative Leadership

Very Important

Builds/Leads Teams

Communications Skills

Develops People Staffing

VP Capabilities

Creativity

Interpersonal Savvy

Strategic Orientation

Capabilities that are largely inherent in someone because of their upbringing and life experiences – they walk in the door with them

Useful for selection/promotional decisions

Not very open to development

Capabilities without which the probability of failure is great

Useful for selection/promotion decisions

Open to development

Capabilities with which the probability of success is increased

Useful in selection/promotion decisions

Open to development

These are capabilities which may be resident in GMs but are critical to the success of VPs

Useful for selection/promotion decisions

Open to development

Is not afraid to make a decision under uncertainty or to modify that decision as may be appropriate to changing circumstances

Is not locked into only one way of doing things or accomplishing results

Is willing to entertain and use ideas that may not have been his/her initial approach to solutions

Can change directions, approaches, and objectives on the fly as required

Forty five internal candidates were identified as having the “Foundational” skills and a high level of “Mission Critical” and “Very Important” skills. A gap analysis was conducted and an individual program was developed to improve “Mission Critical” and “Very Important” skills.

This group was further placed into “Ready Now”, “Ready in the Immediate Future” (<2 years) and “Ready in the Future” (2 – 5 years)

Three in the “Ready Now” group were placed in the first year

Definitions of Capabilities were translated into behavioral based questions and applied to Director and GM level candidates

Criteria was narrowed in terms of acceptable candidates

The selection process used objective behaviors to rate candidates

This resulted in better selection and ultimately less turnover and more business success

For more information contact: roger_mosby@kindermorgan.com

Melissa Squyres, MEd, SPHR CNPC USA

Reasons for Looking

Career Development Potential

Manager

Money

Other

*Robert Half, International

Step One- Hire the right people.

Step Two- Identify your high potentials.

Step Three- Develop all of your employees, with a special emphasis on deepening your leadership bench.

Step Four- Recognize and Reward!

Identifying Your High Potentials

*David V. Day, PhD

Each high potential employee receives a development plan split into 3 parts

Assessment

Training and Development

Stretch Assignments

High potential employees are our hidden gems.

As organizations, we have a responsibility to identify and develop them into leaders at every level.

The stronger our bench, the more effective the organization, and the more satisfied the employees- it’s a win/win.

Finding and Growing New Leaders The Keys to Success

Mission Possible Hiring, Identifying and Growing Leaders

Presented by Robert Glaspie Leadership Development Director – Ocalm, Inc.

April 8, 2014

Two Powerful Forces

Generational

Global

Similar Challenges

Generationally; our workforce is rapidly changing, forcing us to accelerate development. Globally; demand is increasing, expanding our business into remote locations with new markets. • Larger than normal skill gaps • Unfamiliar culture • Vastly different motivators and expectations

The West Africa Challenge

Identify a member of the local workforce, and develop him/her as the leader of a business unit.

First Attempt

Use processes, systems, and tools that were familiar, and had been successful in the past.

Recreate a leadership style that was familiar, and had been successful in the US.

What critical success factors should I look for to serve as indicators of an effective leader here?

Recalibration Question

Courage to challenge the norms

SOCIAL

POLITICAL

BUSINESS

A Diverse Skillset

A Diverse Network

Why are the programs and processes which proved so effective in the corporate office, failing here?

Recalibration Question

Things to Consider

Questions

Leadership Retention: Managing Leadership Transitions

Leadership Transition

“…success or failure during the first few months is a strong predictor of overall success..” The First 90 Days

Michael Watkins

36

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Leadership Transition

1. Transitioning Leader/Manager Meeting – Clarify expectations – Agree on accountability – Agree on expected behaviors

2. Assimilation Process with Team

– Break down barriers – Increase trust levels

3. Feedback

– Identify ways to gauge success – Determine channels and criteria

4. Follow-up meeting

– 3-6 month review of expectations

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QUESTIONS?

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u p s t a r t 3 6 0 . c o m / l i v e

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