Webinar mercado laboral actual y tendencias del mercado futuro
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Transcript of Webinar mercado laboral actual y tendencias del mercado futuro
Partners académicos
WEBINAR:
MERCADO LABORAL ACTUAL Y TENDENCIAS DEL MERCADO FUTURO Juan Manuel Delgado, HR Advisor Lead / Talent&Development Manager BP OIL Spain&Portugal en BP OIL José Díaz Canseco, Socio- Director de The Human Touch y profesor de EAE Business School.
Online Business School
17 de octubre de 2013
“Mercado laboral actual y tendencias del mercado
futuro”
Madrid, 17 de octubre de 2013
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Lo que cuestan los “ni-nis”: 15.735 millones € al año (1,47% PIB)
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Salidas de talento.
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Salidas de talento.
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
En los próximos años dos factores serán los determinantes para
el crecimiento de las empresas: la innovación y el talento.
Mercado laboral actual y tendencias de futuro
* 2012 BCG/WFPMA
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Mercado laboral actual y tendencias de futuro
Los costes salariales y
logísticos de los países
emergentes provocan el regreso
de diversas industrias
nacionales y extranjeras que
habían abandonado España en
busca de mayor competitividad.
Innovación y el Talento
Mercado laboral actual y tendencias de futuro
BP & TALENT MANAGEMENT
Juan Manuel Delgado
10/17/2013
For more than 100 years, BP has been discovering energy…
` • We are BP
• Organization
• Focus on Refining & Marketing
• Future of Energy
• BP Moving forwards
23
Our Values
24
BP at a glance
4
BP is one of the world's leading international oil and gas companies. We operate
or market our products in more that 80 countries, providing our customers with
fuel for transportation, energy for heat and light, retail services and
petrochemicals products for everyday items.
Number of employees 85,900 (at 31 Dec 2012)
Sales and other operating revenues $375,765 million
Replacement cost profit $11.4 billion
Proved reserves 17,000 million barrels of oil equivalent
Service stations 20,700 (at 31 Dec 2012)
Refining and Marketing Active in 73 countries
Exploration and Production Active in over 30 countries
Refineries (wholly or partly owned) 17
Refining throughput 2,354 thousand barrels per day
BP & Brands
4
Our operations and our people
27
Integrated model
Finding oil
and gas 1
2 Developing
and extracting
oil and gas 3 Moving
oil and gas
4 Making fuels
and products 5 Selling fuels
and products
6 Investing in
renewable energy
28
The Refining & Marketing Segment BP’s product & service-led arm
R&M’s strategy is winning sustainably in the fuels, lubricants and petrochemicals markets in which
we choose to compete by building sustainable competitive returns and enduring growth.
Refining & blending Storage Distribution Sales & Marketing
We will achieve our strategy by delivering the 5 R&M priorities and working in a way that lives
the BP Values and Behaviours of Safety, Respect, Excellence, Courage and One Team.
Efficient use of
resources &
excellent
execution
Operating cash flow
growth & attractive returns
Portfolio quality
(cash margin
capability) &
integration
Build capability &
live Values &
Behaviours
Safe, compliant &
risk-managed
operations
29
R&M operates three business models
Fuels
Integrated refining, marketing, logistics, supply,
optimization and trading linked to global markets
Lubricants
High growth, high return global business
leveraging brand, technology and relationships
Petrochemicals
High growth, high returns with leading technology
– Asia focused with strong global market shares
30
Australia/New Zealand
Fuels Value Chain
US Northwest Fuels
Value Chain
US East of Rockies
Fuels Value Chain
Southern Africa
Fuels Value Chain
Rhine Fuels
Value Chain
Iberia Fuels
Value Chain Texas City
Refinery
SAM Fuels
R&M: 12 Performance Units operating across 73 countries
3 Business Models in R&M
• Lubricants
• Petrochemicals
• Fuels** ** includes Global Fuels SPU, Refining, trading and optimization and the Fuels Value Chain SPUs. See slide notes for more details)
Petrochemicals sites
PTA sites
Acetyls sites
PX sites
O&D
Refineries
BP
JV
US Southwest
Fuels Value Chain
31
Four key drivers of the energy future
Demand
growth
• GDP growth
• Urbanisation
• Demand mgmt.
Security
of supply
• Import dependence
• Resource competition Environmental
constraints
• Local pollution
• Climate change
Supply
challenges
• Significant resources
• Infrastructure
• Non-conventionals
32
Non-OECD economies to drive consumption growth
14
OECD
Non-OECD
Billion toe Billion toe
*Includes biofuels
PROCESSES / Questions
1
OUTCOMES
Key -
High potential / promotion headroom
Further growth initially in role or laterally
Reached full potential
Move out of position Diverse
Too early to call or no data In role > 2 years
Vacant position Include date incumbent is expected to move
Emergency
Ready 0-2 yrs
Ready 3-5 yrs
Ready 5+ yrs
Role
Name
(Date) (Date) (Date) (Date) (Date) (Date) (Date)
Role
Name
Role
Name
Role
Name
Role
Name Name
Role
Name
Role
Name
SPU Leader
Name
Name Name Name
Name
Role
Name Name Name Name Name
Name Name Name Name Name Name Name
NameName NameName Name Name Name Name
Name Name Name Name Name Name Name Name
UNREALISED POTENTIAL GROWTH NEXT GENERATION
UNDER ACHIEVING KEY HIGH IMPACT
UNDER PERFORMING EFFECTIVE HIGHLY VALUED
Below Expectations Meets Expectations Exc. Expectations Exceptional
Key
Exceptional performance CONFIDENTIAL
In Year Performance
Po
ten
tial
Hig
h U
pw
ard
s P
ote
nti
al
(+2
le
ve
ls)
Po
ten
tia
l fo
r g
row
th
(+1
le
ve
l)D
ev
elo
p a
t cu
rre
nt
lev
el
1
2
3
4
5
6
7
8
9
SPA / Accountability
4CONFIDENTIAL – BP INTERNAL USE ONLY
Draft – for discussion purposes only
LogisticsImmediate Supervisor–Iberia Head of Supply & Logs
Iberia Logistics Operations Manager Level F
Accountabilities
The Iberia Logistics Operations Manager is accountable for storage & handling and secondary transport activities for the Iberia FVC SPU. Its main
goals are to provide a world-class logistics service to the Iberia FVC MS&L through achieving and maintaining high operational integrity,
operational excellence, optimal business processes and effective customer relationships.
This job holds professional expertise in the areas of deployed S&OR, Asset operation, Engineering and Technology incl. IT systems, and in overall
assures permanent compliance of all developed activities with applicable legislation and BP standards, this way ensuring the creation and
maintenance of a Safe, Progressive and Challenging work environment that supports the delivery of Iberia FVC MS&L and other supported
businesses targets and strategies.
Detailed Activities
Manage all aspects of logistics operations within Iberia geography including monitoring of performance as well as continuous analysis and
improvement of key Logistics processes.
Manage Safe Operations as per BP’s HSSE and Group S&OR agenda incl. Operational risk management as per GDP 3.1, ensuring asset
operational integrity and asset security through implementation of adequate BP standards by competent staff
Ensuring and monitoring the maintenance of required capabilities ( incl staff skills and competencies ) across logistics operations in Iberia.
Ensuring and monitoring the application of Engineering and Integrity standards across logistics operations and BP assets in Iberia.
Ensuring Logistics 3rd party contracts are adequately managed across Iberia, including mobilization, execution and monitoring of defined service
levels provision in a cost effective way and in full compliance with BP contractual requirements and applicable standards
Guarantee the delivery of a reliable and consistent service in l ine with business needs – ensuring alignment with supported Businesses in order to
deliver effective ‘order 2 delivery” processes in support of their marketing offers and financial profitability.
Maintain Logistics DOA’s and other internal controls - following BP group stds - required to support business financial and operational targets/plans
Coordinate the interface of Logistics activities in the two countries with FVC and other supported business as well as with functional areas like
S&OR, HSSE, Finance, HR.
Establish and maintain transparent performance management processes enabled by clear data, as well as by innovative ideas to deliver
continuous performance improvements.
Under guidance of Iberia FVC MS&L Strategy, contribute to define Logistics participation and drive its implementation across the Iberia logistics
operations
Develop and contribute towards FVC Strategic Portfolio and Assets optimisation projects, including those driven by acquisitions and / or
divestments, and its implementation within Logistics.
Proactively share best practices – from S&OR, Engineering, Techonology and Processes - across Iberia, from Logistics in Europe networks as well
as from any other internal or external relevant contributions
Manage Logistics leadership team agenda, acting as Coach and Leader within the Iberia Logistics teams.
Health, Safety, Security, Environment & Quality (HSSEQ)
Implement, without exceptions, BP’s Operating Management System, OMS, to ensure all our operations are safe, responsible and reliable with the
clear objective of zero accidents and no arm done to people or environment
Consistently achieve and exceed the highest HSSEQ “Health, Safety, Security, Environment, Quality” standards and comply with all legal
requirements applicable to our organization or that we subscribe.
Time Allocation & Location
Madrid
or Lisbon
Experience
The candidate should have a mminimum
of 5 years experience in Logistics and /or
Fuel Value Chain management
Core Competencies
High HSSE awareness with leadership
skills & coaching experience
Strong analytical skills, and disciplined
compliance to standards
Good commercial skills to drive
performance improvement
Experience / ability to work and behave
federally
Strategic thinker able to challenge the
status quo
Proven ability to lead and deliver
outstanding performance
Strong People Management skills to
attain maximum performance from a
diverse team
Proven Team Leadership skillsSound
Educational background
Education : Technical / Engineering
degree or equivalent work experience
Languages : English, with at least one of
Spanish and Portuguese
50%50%
POSP
Time allocation
Organization
• Do we have the right
organization
• What kind of roles do we
need?
People
• Do we have the right people in
the right place?
• Do they have the competences
that we need in our organization?
• What potential do they have? Do
we have an D&I plan embedded?
• Do we have a plan to make them
reach future positions?
2
3 Internal Development
• What is the right plan for them to
grow?
• How to accelerate this internal
growth?
• How to guarantee they reach
their full potential?
External Recruitment
• What is the best option to
“capture” talent abroad?
• There is a need for the future
or is an immediate
requirement?
4
PROGRAMA
EMERGING LEADERS BP
These pages are designed as pre-set title slides. Cut and paste the desired title
slide into your presentation and type in your own details
Biographical Interview Briefing
Amy Talbert, Head of Resourcing, R&M and C&F
future leaders programme
1CONFIDENTIAL – BP INTERNAL USE ONLY
Draft – for discussion purposes only
Organizational DesignFOM Spain B2C
RTM
Teresa Gomez
Mª Angustias López
Erasmo Nuñez
José Pedro MartínAntonio Gordo
Victor Balas
DISTRICT MANAGERSOUTH & WEST
Jose Ignacio Corpas
RTMÁngel López
José Miguel PascualRicardo UbalsTeresa Losada
Bienvenida FalagueraJosé Antonio Martin
DISTRICT MANAGERCENTER, EAST, NORTH WEST
Laura Peña
RTMJosé Manuel Perez
José Mª BrillasIldefonso BotoAlberto Palao
DISTRICT MANAGERNORTH EAST &
BALEARES Joan Seguí
DISTRICT MANAGER CANARIES & B2C
PROCESS EXPETISEIsabel Ayo
RTMEugenio HernándezJavier Domínguez
B2B REPBeatriz Boris
B2CSUPPORT & PROCESS
EXPERT Nuria Nombela
Portugal Based TBD Spain Based
SENIOR RTMLuis Caño
SENIOR RTMJosé María Siu
RETAIL OPERATIONS MANAGER SPAIN Martin Thomsen
B2CCONTRACT &
REBATES ADMINISTRATOR
Cristina Muñoz
B2CPROCESS
PERFORMANCEIMPROVING &
DOCUMENTING Mar Ortiz
Leadership
Team
Challenge
constantly the
organization,
analyse
alternatives and
define the roles
we need.
Competences and Capabilities
Assessment, 9 Box Grid matrix, PDP,
Succession plan, People sessions, D&I
Update.
Emerging Leaders, CAPS
programmes and development &
training offer.
Graduate Program, Future Leader
Program and External recruitment.
Decide on
Special
Assignments,
integrate and
boost BP
“Talent &
Governance
boards”.
Monitor the
progress.
Manage
relationship with
talented people,
inform about
special programs
and ensure that
development
actions are
defined.
Manage and
safeguard the
talent programs
(Design the
reward model,
propose
training
actions, ...).
Provide
Assessment &
Talent
Management
tools, assist
managers in the
process and
verify the
deployment of
our D&I policy,
Line
Manager
Propose
improvements in
the organization
and updated job
descriptions &
competences
required.
HR
Boost and
Support the
reflection about
BP organization
and preserve
the details of
this information.
Coordinate
authorization of
external
recruitments.
Decide on the
priority, integrate
and boost “Talent
Governance
boards”.
Set business
needs, join
recruitment
panels and
propose final
candidates
according talent
management
requirements.
Keep updated
contact with
strategic
partners
(recruitment
agencies,
business
schools,…) and
coordinate talent
Define and
coordinate with
LT the people
strategy, know
well his/her
team, assess
their
competencies &
skills and
evaluate their
performance &
potential.
Implement the
assessment
process to its
team. Confirm
that people
are right for
each job.
Evaluate its
performance &
potential.
TALENT MANAGEMENT PLAN
Employee
Collaborate with
line managers,
reporting possible
improvements in
the organization
and the content
of their job.
Complete People
processes
(performance),
keep PDP updated
and establish a
direct, honest &
constructive
conversation about
professional carrier
with the managers.
Participate in
definition and
proposal of the
development
plans. Take
advantage of the
different actions
proposed by BP.
Head count control exercise,
Organization reflection, Charts, Job
descriptions,
…and now to the Talent Programmes:
• Iberograduates
• future leaders programme
35
36
Spain & Portugal
Iberograduate Programme
Características del Programa:
El programa está diseñado para reclutar jóvenes profesionales
con talento y favorecer su desarrollo profesional para que se
conviertan en los futuros líderes de BP en España y Portugal.
Son parte esencial del programa las asignaciones en áreas tan
diversas como marketing y refino en BP España y Portugal, la
asunción temprana de responsabilidades y la exposición a
trabajos con un elevado componente de relación con el cliente.
Buscamos:
Jóvenes profesionales que hayan realizado estudios
universitarios de ciclo superior y los hayan completado con un
master en negocio o similares.
Personas con potencial y motivación para desarrollar una
carrera profesional en BP España y Portugal
Experiencia de trabajo de al menos 2 años, preferiblemente en
un entorno internacional.
Nivel avanzado al menos en castellano e inglés. Portugués
deseable.
Ofrecemos:
Apoyo explícito para favorecer un desarrollo profesional a
puestos de liderazgo en BP España y Portugal. Remuneración atractiva y excelentes beneficios sociales.
Seleccionamos jóvenes profesionales con talento
BP Oil España
Si estás interesado, por favor envía tu
solicitud antes del 31 de octubre a través
del portal de empleo de BP en internet.
Ref: Iberograduados 2014
Partners académicos
¡MUCHAS GRACIAS!