ma’aden case study: driving workplace performance through ...€¦ · the ma’aden performance...
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Ma’aden Case Study:
Driving Workplace Performance Through
High-Quality ConversationsAbdulelah AlGhanem
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The Ma’aden Integrated Talent Management FrameworkEnabling Talent to Create Value
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Continuing our Journey Towards a High Performance
CulturePerformance management is not just about a system, it’s a culture.
Our Challenge
Several internal surveys' results
showed the following:
• Lack of effective
performance dialogues
between managers and
employees
• The need for an Automated
system that govern the
IPMS process
Our Interventions
• Enhancing Performance
Dialogues in Ma’aden through
experiential learning workshops
• Digitizing the IPMS process to
enable the manager to interact
more effectively with direct
reports
>>>>>>>>>>
>>
>>
>>
>>
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Individual Performance Management Cycle: Moving towards Effective Dialogues - Constant Check-Ins
Q1 Q1Q2 Q3 Q4
Performance -
development
snapshot
conversation
Performance -
development
snapshot
conversation
Performance -
development
snapshot
conversation
Performance -
development
snapshot
conversation
Continuous monitoring of performance through Check-Ins
• Conversations about goals
• Work progress
• Performance feedback (recognition and
constructive)
• Development needs
• Any other day-to-day items
Performance - Check-ins
with managers involve:
• Performance within the quarter
• Additional changes to goals not discussed
• Peer feedback
• Any necessary additional development
needs, opportunities, career goals
Performance - Development
Conversations focus on:
Year-end
Appraisal
Discussion
Source: Bersin, Deloitte Consulting LLP, 2017
Only 43% of highly engaged employees receive feedback at least once a week
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Q1- Planning Q2 - Review Q4- AppraisalQ3 - Review
Digitalizing Individual Performance Management
System (IPMS) via Mobile and Web Applications
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Driving Workplace Performance
Start Create Objective
Main Dashboard My Team Dashboard
Main Dashboard
Check-ins Give FeedbackRequest Feedback
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Application Interaction Types, Frequency and Outcomes
Instant Feedback
Performance Check-Ins
Performance Conversations
Frequency OutcomesInteraction Type
As often as neededRecord of
Performance
Dialogue
Monthly
Quarterly
Annually
Summary of employee
strengths/ areas for
development
Identified development
actions per objective
Overall performance
rating
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Appraisal
The Ma’aden performance management application is
available:
1. On the web – access with any computer connected to the
internet and a web browser
2. In the Google Play Store – access with any Android mobile
device running Android 5.0 (Lollipop) or higher. Enter
“Ma’aden Performance Management” on the Google Play
Store.
3. In the Apple App Store – access with any iPhone or iPad
running iOS 11 or higher. Search for “Ma’aden
Performance Management” on the Apple App store
Platforms and Downloading the Application
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Advantages of IPMS Application
Scalable System
Accessibility
Moving toward
Effective Dialogues
High Performance
Culture
Enabling Talent To
Create Value
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Advantages of IPMS Application
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The important thing is that we are now able to track the
progress, identify the areas of improvement and suggest
specific remedial actions.
Q1 Q2 Q3 Q4
Number of Registered Employee 481 1033 1409
Conversations Percentage 41% 33% 62%
Check-ins Percentage 54% 45% 87%
41% 33%
62%54% 45%
87%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
200
400
600
800
1000
1200
1400
1600
Nu
mb
er
of R
eg
iste
red
Conversations & Check-ins Conducted by Quarter
1131
5871
Performance Objectives
More than 3 objectives
Unaccepted objectives
Unapproved objectives
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1
2 Embracing the future through the HR Digital Transformation Framework - the Future of Work will have a profound impact on Leadership, Employees and How we Work
Culture
Technology
People
Process &
Governance
Strategy & Vision; Digital Leadership;
Change Management
Digital service mastery; Platform
architecture; Data analysis
Skills; Capability building; Learning &
Development; Talent attraction,
acquisition & retention
Business model; Operating model;
Governance
Digital mindset part of company DNA;
Digital leadership across all levels;
Digital approach embedded across
communication and planning;
Culture of innovation
Leading edge technology;
Real time reporting;
Live data
Digital & impactful service delivery;
Budget for evolution of digital operations;
Interconnected and continuous evolving
systems enhancing staff experience
Digital L&D culture; Digital capability
across organization; All new recruits
digitally capable; Embedded audience
insight in all work; Harnessing talent
ecosystems part of normal way of workAcro
ss
Org
an
izati
on
HR
Fu
ncti
on
Key Focus AreasPillars Desired End Objectives
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Diversity and InclusionBy Marjo Louw
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WORLD VIEW - PEOPLE
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World population
2019 7,7bn
2030 8,5bn
2050 9,7bn
ca. 5bn in Asia
D & I AROUND THE WORLD
1970s, Sloan Wilson described a world of corporate conformity in a popular novel, The Man in the Grey Flannel Suit. A collection of empire- builders and yes-men—all with similar backgrounds and ways of thinking—created a dreary culture of sameness that nearly led to disastrous decisions in the executive suite.
Regional focuses vary depending history, phase of development, corporate maturity, social pressure, skills availability, etc.
Countries and companies have different levels of readiness in spite of stated policies at national, regional and corporate levels.
In a recent survey by SHRM, countries like Sweden, Norway, New Zealand and Canada are collectively the most ready, whereas the UAE ranks 34th and KSA 47th, respectively.
In many situations, up to 56% globally, D&I is focussed on employing and promoting women
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DEFINITIONS OF DIVERSITY AND INCLUSION
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Diversity Inclusion
is any dimension that can
be used to differentiate
groups and people from
one another. It is about
empowering people by
respecting & appreciating
what makes them different,
in terms of age, gender,
ethnicity, religion, disability,
sexual orientation,
education, and national
origin.
is an organisational effort and
practice in which different
groups or individuals having
different backgrounds are
culturally and socially
accepted and welcomed and
equally treated. Inclusion is a
sense of belonging. Inclusive
cultures make people feel
respected and valued for who
they are as an individual or
group.
Diversity is having a seat at the
table, inclusion is having a voice,
and belonging is having that voice
heard
IMPACT ON BUSINESS
Global workforce – increasing mobility
Cultural competence – development slow
Diversity and Inclusiveness – a reality!
Perception and stereotyping about
o Women
o Age – global aging workforce
o Definitely able – people who live with a disability
o Ethnicity
o Religion
o Nationality
There is a strong Business case to have a structured and well developed
D&I strategy for a successful future
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GULF REGION - application
Corporate strategyo Reduce bias and change perceptions
Human Capital strategyo Identify positions
o Focused Recruitment
o Performance management
o Learning and training
o Growing Multicultural environment – awareness, knowledge, sensitivity, intelligence >>
competence
o Expat vs local redundant?
Planned Diversity and Inclusion
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“When we listen and celebrate what is both common and different, we become
wiser, more inclusive, and better as an organization.”
Pat Wadors, Chief Talent Officer at Service Now
Ma’aden Case Study:
D&I Case Study
Rana AlBabtain
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In 2016, Ma'aden defined its strategy to become “A sustainable
Mining Champion with Global presence” which remains intact
“Sustainable mining champion with global presence”
Operational, capital and
commercial excellence
• Grow sustainably in Saudi
phosphate, aluminum, gold and
base metals
• Grow in Saudi selected industrial
minerals
• Champion the development of
the Saudi mining sector
• Operational, capital and
commercial excellence• Competitive cost position
• Profitability and returns in line with
international peers
• Leverage digital technology to
improve efficiency across assets
• Leverage world class selected
KSA deposits to be a world
leader
• Grow globally in selected
commodities
Foundations – Sustainability and capability building
• Build best in class safety culture and practices across the organization and foster a zero harm
environment
• Develop new capabilities and leaders across our core business to deliver Ma’aden’s growth
aspirations
• Lead stewardship of the Kingdom’s mining industry and its ecosystem
National mining
champion
Global
presenceA B C
D
SOURCE: Ma’aden 2025 Strategy (2016)
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Ma’aden Demographics
29 Emp
5861Emp
35Emp
3Emp
250Emp
40Emp
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6178 40 67.2% 20
Saudi Arabian Mining CompanyLocation: Saudi Arabia
Meridian Fertilizer GroupLocation: Malawi, Mozambique, Zambia, Zimbabwe & Mauritius
Born After 1997
0.2%
Total: 12
GEN Z
/month
Ma’aden Workforce by Generation
BOOMERS
Born 1946-1964
5.9%
Total: 343
Born 1965-1976
21.3%
Total: 1240
GEN X
Born 1977-1997
72.6%
Total: 4216
Millennials
Note: Researchers state that millennials are born into the age of technology, and they are used to getting continuous
feedback. With social media becoming widespread, millennials’ need for feedback has become a fact of life.
Source: www.pwc.com – Millennials at work reshaping workplace
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Average Workforce Age 36
Ma’aden Diversity by Job Category
66% Saudi vs 34% Expats
63% Saudi vs 37% Expats
54% Saudi vs 46% Expats
41% Saudi vs 59% Expats
71% Saudi vs 29% Expats
43% Saudi vs 57% Expats
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2
1
6
5
4
EXECUTIVE
DIRECTOR
MANAGER
SUPERVISOR
OTHER SKILLED
JOBS
ENTRY LEVEL
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Diversity and Inclusion – The Business Case is Now
Overwhelming
By 2025 75% of the global workforce will
be made of millennials, who have
different perspective on diversity, seeing
it as a melding of varying perspectives,
different backgrounds and individual
perspectives.
Millennials view the ideal workplace a
supportive environment that gives space
to varying perspectives. Not just
representational numbers of race, gender
etc.
McKinsey report on ‘delivering through
Diversity’ found corporations that
embrace diversity on executive teams are
more competitive and 21% more likely to
have above average profitability.
Deloitte Millennial survey found that 47%
of millennials are actively looking for
diversity and inclusion when sizing
potential employers. It is therefore a
significant part of the EVP.
Academic research shows
companies with more diverse
management teams have higher
due to increased innovation.
If businesses are looking to hire
and sustain a millennial
workforce, diversity must be a
key part of the culture
Where is Ma’aden on the Deloitte D&I Maturity Model?
Diversity can no longer be seen just;
age, disability, gender, family
commitments, marital status, race and
religion
BOSTON CONSULTING GROUP
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The science of inclusion
Fairness and respect Valued and belonging Safe and openEmpowered and
growing
25Deloitte’s inclusion model
The Case for D&I Culture
2XAs likely to meet or
exceed financial
targets
3XAs likely to be
high-performing
6XMore likely to be
innovative and agile
8XMore likely to
achieve
better business
outcomes
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Where do we go from here?
1 2 3 4 5 6
1- Get buy-in from the top
The most successful D&I efforts
all have strong management
support and dedicated teams of
people to execute initiatives
3- Promote the
business case for D&ICompanies should increase
awareness by regularly sharing
the impact of a diversified
culture on business
development and growth.
5- Use the power of
community organization
Informal networks of companies
must band together to share
policies and best practices.
2- Develop a long-term
D&I plan
By establishing a few realistic,
measurable and achievable
objectives.
4- Understand talent
acquisition & retention
require open minds
For example, sensitivities to
female inclusion should be
taken into account during senior
executive selection.
6- Share successes
Companies should tell stories to
bring the benefits of successful
D&I initiatives to life by sharing
successes and model programs
within organizations.
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Diversity and Inclusion Framework High Level Summary
Initiating Devolving Engaging Evolving
Case for change is
EMERGING, data
and insights just
being gathered,
action tends to be
informal, isolated,
bottom-up, one-offs
CASE FOR CHANGE is
clear, quantitative data
gathered, responsibility
and accountability being
formalized, guidelines
being developed,
activity being launched,
connections being made
Case for change is
WELL ESTABLISHED,
qualitative data being
gathered and shared,
sustained senior level
support in place, skills
and capabilities being
built, activity catching
on, high levels of
engagement and
collaboration, clear
signs of change
Case for change is
constantly EVOLVING,
complex qualitative and
quantitative data being
routinely gathered and
shared, high levels of
dialogue, collaboration
and learning, clear
evidence of change in
individual behavior and
organizational culture
Gove
rnance
an
d le
ad
ers
hip
Education a
nd
Tra
inin
g
CO
M, M
KT
&
Enga
ge
ment
Em
plo
ym
en
tM
on
ito
ring a
nd
Mea
su
ring
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Diversity and Inclusion Framework High Level Summary
Initiating Devolving Engaging Evolving
Case for change is
EMERGING, data
and insights just
being gathered,
action tends to be
informal, isolated,
bottom-up, one-offs
Top management SUPPORT
Internal POLICIES
TRAINING aspects
Ambition COMMUNICATION
Understand the AUDIENCE
INTEGRATE D&I into activities
Increasing D&I in
EMPLOYMENT
Review employment
PRACTICES
UNCONSCIOUS bias
Measuring - HR / Executive
Leadership
Case for change is
WELL ESTABLISHED,
qualitative data being
gathered and shared,
sustained senior level
support in place, skills
and capabilities being
built, activity catching
on, high levels of
engagement and
collaboration, clear
signs of change
Case for change is
constantly EVOLVING,
complex qualitative and
quantitative data being
routinely gathered and
shared, high levels of
dialogue, collaboration
and learning, clear
evidence of change in
individual behavior and
organizational culture
Gove
rnance
an
d le
ad
ers
hip
Education a
nd
Tra
inin
g
CO
M, M
KT
&
Enga
ge
ment
Em
plo
ym
en
tM
on
ito
ring a
nd
Mea
su
ring
29
3
0 Ma’aden’s Reward Philosophy is evolving – focusing of the Employee
Value Proposition fostering Diversity & Inclusion…remaining
balanced and sustainable
Current Ma’aden C&B FrameworkRooted in Traditional Organization Hierarchy
HR Policies that enable the business
Future Ma’aden C&B FrameworkBreaking the mold and leading the Market
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Our journey towards engaging
Activate Ma’aden D&I framework in 2020, as a result our EVP
will be extended to include D&I
Concerted effort within the organization regarding information
on accessibility and unconscious bias – primary focus training
on D&I
Effort is made to diversify role models presented by the
organization.
Change management & communications to reach minimum
standards for accessibility.
Using INSIGHTS from staff and good practice guidance to
create a more diverse and inclusive workforce.
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We must start young
Organizations
need to ‘operationalize’
diversity and inclusion
by embedding such
concepts into everyday
business practice.
Home
Nurturing an inclusive
culture begins in the
family.
Workplace
In the hiring process, beyond
fighting bias, recruiters must
think proactively about the
differences in culture,
mindset, and leadership
styles in their teams.
School
Education from
kindergarten is the place to
shape a culture of inclusion,
combat stereotypes and
unleash people’s potential.
Role modelsare particularly suitable at
smashing gender
preconceptions, starting with
the potential for boosting girl’s
participation in STEM studies
University
Often provides a first
real opportunity for
international exchange
and multicultural
training.
Talent mobility
is crucial here. ‘Brain
circulation’ the buzzword
used to denote open
environments and
international exposure
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6
5
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Thank You!Copyright © 2016. Ma’aden. All rights reserved.
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