Employee competency development
Employee development is a driver of major cultural changes. Both ‘best practices’ (leadership and talent development) and ‘next practices’ (complex competency development programs for wider target groups) are employed at MOL Group.
Complex competency development is a unique method which reinforces adaptability to a fast-moving business environment where efficiency is crucial. The purpose of this development is to create a workforce that is not only capable of solving problems independently but one that is also capable of sharing its knowledge with others at an integrated, local level.
The complexity of these developments comes from their structure:
Competency development is based on a managerial competency model introduced to MOL six years ago. The model identifies five general manager roles throughout a career and specifies the competencies related to each stage of the career path that must be mastered to ensure efficient working practices are maintained.
Complex Development Programs in MOL Group in 2011
In the Upstream Division, great emphasis has been put on investing in the careers of young people (in terms of managerial skills development) to maintain the efficiency of our activities.
The one year-long Upstream Talent Programme 1 (UTP 1) is aimed at identifying and assessing those employees that can be successfully prepared for leadership and expert leadership tasks. The mission of Upstream Talent Programme 2 (UTP 2) was to discover those employees that are capable of performing outstandingly in an intercultural environment in the case of acquisitions.
The extension of the UTP, the International Talent Program (ITP), is being implemented in 2011-2012 with Hungarian, Croatian, Russian and Pakistani participants. The main topics will cover project management, cultural awareness and highly professional use of English.
The results of the Upstream Talent programmes:
A new concept for shift leader/front line leader training was designed and implemented in Upstream in 2009 to strengthen formal and informal managerial skills (such as knowledge of labour codes, methods of providing feedback and evaluating performance).
This programme continued in 2010. A total of 130 leaders participated in the workshops and analysed the findings. The workshop outcomes resulted in several courses of action being taken which are reflected in the results of the survey.
In 2011 local forums took priority. Almost 120 key professionals and project managers from Upstream Division were reached through a series of workshops at a Group level. In addition to these events, professional days were held at several sites.
In 2012 a junior education program will be rolled out for manual/plant workers.
In the Downstream Division (Refining), the Refining Vision Statement was defined in 2008 and stayed in effect until 2011. This document is designed to establish the values, objectives and operational models of the refinery. The vision statement concentrates on the organisational and human values required for maintenance of flexibility and successful adaptation to current and future challenges. Furthermore, the statement defines the role of business processes specific to the Downstream Division.
We believe that success can be achieved through our Navigátor Development Programme which was initiated in 2009. Leaders and experts are seen as being the focal points and facilitators of change in the realisation of the vision statement. The learning process is founded on real-life situations derived from MOL’s everyday operations and best practices. Navigator continued in 2011 with the participation of 30 employees (focusing on new target groups). For those who have already participated in the programme special training days were organised to keep their knowledge up-to-date. The improvement of the groups which participated in training was measured using a competency assessment in 2012.
A new programme started in 2010 at the Slovnaft Refinery. Master Academy involves 55 shift leaders in three groups, and deals with the following topics: ‘get to know your organisation’, ‘the role of a shift leader in the organisation’, ‘appraisal’, ‘development of an employee’, ‘selection of employees’ and ‘establishing good working relationships’. Due to its success, the programme continued in 2011 with 4 new groups of employees.
Another Downstream training scheme is the Logistics’ Dynamism Programme, which is based on common values and goals. Competency development is designed globally but conducted locally according to local needs. In 2011, the program focused on the managerial succession pool and on 71 employees who recently joined MOL. The success of this programme will be measured using a competency assessment in 2012.
The Commercial Department manages a Leadership Reinforcement Programme based on the results of previous competency assessments. Among the most important goals of the programme are combining individual competencies with organisational culture. The Leadership Reinforcement Programme aims to develop talents and leadership competencies such as business and professional, personality, methodological and social competencies as well as provide a leadership toolkit. Implementation occurs through on and off-the-job strategy activities supported by mentoring, goal-setting and feedback discussions. There are also methodological elements such as the Mirror Workshop, the Big Picture, the Best Practice Forum and case study based learning. This multifaceted methodological approach ensures that competencies are embedded into organisational strategy and functions. The programme is backed up by top management sponsors and Human Resources Management in the form of managerial coaching. The Leadership Reinforcement Programme continued in 2011 within the framework of expanding the managerial succession pool to MOL-LUB employees.
In Retail, based on the success of previous years, we continued our Retail Business Academy in 2011. It was advertised to current petrol station operators with the aim of contributing to their careers by continuously supporting them in managing a Hungarian petrol station. The candidates (selected through a multi-stage selection process) started to manage their petrol stations in September 2011 after a month of professional training.
Following the success of the Staféta Programme, the Petrochemicals division started the one year development of 12 future shift leaders in 2011. The Basic and Advanced Programmes (lasting 2 years) developed experts, engineers, plant leaders and mid-line managers in order to achieve a wide set of employee and leadership competencies, foster cross-unit cooperation and share knowledge with the 21 participants.
With regards to Functional units, the competency development programme continued in 2011 for employees in MOL Plc.’s IT Department. The IT Development Programme, a continuation and completion phase of the previously organised Development Centre, both ensures a way for the company to increase its competitiveness and also motivate employees to plan their career paths. The programme focuses mainly on strengthening competencies employees will need in the near future, and thus results in better individual and overall performance. Several learning methodologies were integrated into the IT Development Programme, including training, mentoring, workshops, learning groups, rotation and on-the-job development.