Assessment Results&

Recommendations

TAMU OD CONSULTING GROUP PROJECT

Agenda

• Organizational Context• Assessment Methods & Approach• Summary of Results• Recommended Interventions

– Finding #1 – Authority/Accountability– Finding #2 – Core Values– Finding #3 – Interpersonal Skills– Finding #4 – RTA Process

• Conclusion

Organizational Context

• International Oil & Gas; 75,000 employees reported in 2013– Corporation is committed to being the world's premier petroleum and

petrochemical company. To that end, we must continuously achieve superior financial and operating results while simultaneously adhering to high ethical standards.

– $88 million on training expenditures yearly

• Upstream Division – 5 functional companies all headquartered in Houston, TX (Exploration, Development, Production, Research, Gas & Power Marketing); approx. 26,000 employees

• Technical Training Support Organizations– CLO Corporate Learning Organization– UTT Upstream Technical Training

UTTC Upstream Technical Training - Houston

Organizational Context Cont.

• Primary Client: CLO– Supervisor Upstream Course Delivery: Trent Bailly– Team leads: Gail Kuzan & Tammy Hays– Primary Role: LDC’s Learning Delivery Coordinator (15

FTEs – 13 Houston & 2 Thailand)

• Responsible for coordinating: food service, A/V, room set-up, reprographics, computing, etc.

• Recently moved into CLO from UTT – restructured for efficiency

Organizational Context Cont.

• UTT Upstream Technical Training– 2013: courses 237, classes 558, students 11,481,

student days 48,220

– Course Managers: supports technical job family/skill area curriculum programs (6.5 FTE)

– Course Development: adult learning and instructional design expertise (2.5 FTE)

– RTA Coordinator: manages approval process for “Request to Attend” process (1 FTE)

• RTA process allows non-employees to attend technical training classes - Export Controls legal implications

Assessment Methods & Approach

• CLO Upstream organization

• UTT people involved with RTA process

• Appreciative Inquiry approach

Interviews1 protocol

• CLO Upstream OD questions & RTA process

• RTA process involved parties (supervisors, course coordinators, managers, etc.)

Surveys2 instruments

delivered electronically

Approved through Data Privacy Process

Assessment Methods: Survey Details

RTA Survey

11 likert

2 multiple choice

1 comment

LDC Survey

RTA survey

24 likert

2 comment

1= strongly disagree5 = strongly agree

Assessment Summary

• Participation– Phase 1 Interviews

• Conducted 10 interviews• 100% participation

– Phase 2 Surveys• LDC survey; 7 out of 7 completed (100%)• RTA survey; 7 out of 13 completed (54%)

• Limitations of Process– Limited time with client (part-time vs. full time)– Client hand-picked survey participants; didn’t get

feedback from every type of group member

LDC by Experience Summary# of EvalsAverage 3. 6 Mo. – 1 year 5. 2-5 years 7. 10-20 years 8. 20+ years

MTM Benchmark 7 3.73 3.85 3.78 3.66 3.74My Average 7 3.73 3.85 3.78 3.66 3.74I feel valued for the work I contribute to the organization. 7 3.71 4 4 3.67 3I have opportunities to be a leader in my organization, even if I don't have formal leadership authority. 7 3.29 3 3 4 2I have opportunities to influence my organization and its processes. 7 3.57 4 2.5 4.33 3

I have opportunities to teach others in my job role. 7 4 4 3 4.33 5

I have received formal training on how to build and maintain positive relationships. 7 3.29 2 3 3.67 4Most learning delivery team members are appropriately rewarded for ensuring a quality/effective learning experience. 7 3.14 4 4 2.67 2

My current job creates stress in my life. 5 2.4 1 2 3 3

My current job requires effective leadership skills. 6 4 4 2 4.67 4The learning delivery team is given training and development opportunities that develop the skills necessary for their job. 7 3.57 5 4 3 3This job is more stressful than other jobs I have had previously. 7 2.57 1 1.5 3.33 4

RTA by Location Summary# of Evals Average Asia Middle East United States

MTM Benchmark 14 3.75 3.56 4.45 3.78My Average 14 3.75 3.56 4.45 3.78All involved parties are clear on their role/responsibilities with the RTA process. 14 2.64 2 4 2.64I understand the timelines and deadlines associated with the RTA process. 14 4.14 3 5 4.27Involved parties are held accountable/responsible for executing the RTA process incorrectly or not at all. 14 2.79 2.5 4 2.73My management clearly understands the requirements of the RTA process. 14 3.71 4 4 3.64My management supports and complies with the requirements of the RTA process. 14 4.36 4 4 4.45The benefits and value of executing the RTA process correctly is clear to me. 14 4.29 5 4 4.18The RTA process has improved because a full-time resource is dedicated to supporting it. 11 4.45 3.5 5 4.63The RTA process is clear to me. 14 3.79 3 4 3.91The RTA process is currently being communicated effectively to all involved parties. 14 3.14 3 5 3The RTA process is currently being stewarded by the most appropriate organization in ExxonMobil. 14 4.14 3.5 5 4.18The RTA process is important to ExxonMobil. 14 4.71 5 5 4.64

Recommendations from

CLO – LDC

Organizational Assessment

Recommended Intervention:

Internal Review Process

• Responsibility without Authority– Survey results indicated a need for the

authority to oversee the internal vendor system

– “more authority in my role”– “training delivery role should have more

authority”

Recommended Intervention:

Internal Review Process

– Lack of authority might stem from internal vendor process

– Intervention goals:• Internal vendors held accountable for meeting needs• Give some feedback measure to LDC’s• Allows for positive and constructive feedback

Recommended Intervention:

Linking Actions to Values

• Core Values Inconsistencies– An inconsistency was found in the answers

provided by the interviewees in regards to how they put their work values into practice.

– “General interest of the business. Not the specific team, person or group.”

Recommended Intervention:

Linking Actions to Values• Goal: To link or align the values of your organization to the

actions of your employees.

• Description: For every value the employee defines, they should provide a sentence or two describing what that value looks like in action or identify specific actions that demonstrate their and your company’s commitment to it.– Quality Circles– Informal meetings – Workshop

• Possible implications:– Limited time– Low participation

Recommended Intervention:

Interpersonal Skills Training

# of Evals

Average 3. 6 Mo. – 1 year

5. 2-5 years

7. 10-20 years

8. 20+ years

MTM Benchmark 7 3.73 3.85 3.78 3.66 3.74 My Average 7 3.73 3.85 3.78 3.66 3.74 I have received formal training on how to build and maintain positive relationships. 7 3.29 2 3 3.67 4 Most learning delivery team members make it a priority to build and maintain positive relationships with his/her customers. 7 4 5 4 3.67 4 My job requires me to build and maintain positive relationships. 7 4.86 5 5 4.67 5

My job requires me to interface and connect with people in other organizations. 7 4.57 3 5 4.67 5 The learning delivery team is given training and development opportunities that develop the skills necessary for their job. 7 3.57 5 4 3 3

• Job requires strong interpersonal skills – training is not currently being provided.

Possible Actions:

• Interpersonal Training- This training helps to enhance communication especially at time of RTA approvals or interfacing with other service personnel.

• Courses Available (classroom & webinar):– Collaboration and Positive Influence– Effective Teams & Cultural Essentials – Fundamentals of Communication

Possible Actions:

• Coaching and developing others – Encourage employees to start giving feedback to the team members and helping others to their current job.– Coaching (level 1-3) class for supervisors is

available

Recommendations from

UTT - RTA process

Organizational Assessment

Are those involved in the RTA process held accountable in their roles?

1-6m

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6 m

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yr.

1-6

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1-2

ys.

2-5

yr.

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0yr.

Undef

ined

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

LDC

RTA Process

Strongly Disagree

Strongly Agree

Length of Service with ExxonMobil

Recommended Intervention:

Open Systems Mapping

• ALL IN: Holding Employees Accountable

– Less than half (42.86%) of participants believe others are held accountable in their role within the RTA process

– Accountability: Part of the larger system of process management

Recommended Intervention:

Open Systems Mapping

• Description: Utilizes a group to identify specific changes required within a system by examining past, present, and future states with emphasis on a system, influence, nature of relationships, and feelings.

• Determine steps to close gap between what is and what is desired of the process– Explore system impact

• May include people, • Accessibility, • Time Constraints

Example: Present Mapping

SYSTEM INFLUENCENATURE OF

RELATIONSHIP FEELINGS

RTAProcess

CustomersRemote,

uninvolved Content

Course Coordinators

Friendly, supportive

Satisfied

Upper Management

Demanding but unproductive

Frustrated

*The example provided above does not reflect actual accounts from the client organization.

Example: Future Mapping

SYSTEM INFLUENCE DESIRED FEELINGS

NATURE OF RELATIONSHIP

RTAProcess

CustomersSatisfied

Working an learning together

Course Coordinators

Satisfied, hopefulFriendly,

supportive, productive

Upper Management

PowerfulProfessional, no

nonsense, effective

*The example provided above does not reflect actual accounts from the client organization.

Recommended Intervention:

Enhanced Communication Methods

• Effective communication is a major issue.• Interview & survey data supports this claim

Recommended Intervention:

Enhanced Communication Methods

• Recommended Actions:

– Add visual significance to email communications (red text, exclamation points)

– Include in bold print the implications of not executing the process properly

– Stress & Clarify the importance of the timeline for the process

Project Conclusions

• Need more time with client and more data to be conclusive about recommendations.– Need feedback from all LDC staff– Need closer involvement with RTA process

• Overall nothing is completely dysfunctional – teams and processes just need tweaking through proposed interventions

Next Steps..

• Review for client tomorrow 10:00

• Client complete evaluation form by May 5

• Crystal to follow-up with CLO & UTT on process recommendations

Thank You