Best Practices of Cairn Oil & Gas, Vedanta Ltd.
People Business Consulting
Consulting firm with deep expertise in Talent and leadership development, Employer Branding, Culture, and Engagement.
Cairn being in the Oil and Gas industry has a high dependency on technical expertise and internally groomed talent and we focus heavily on groundbreakingly innovation and technological improvement, to enable business and employee growth. Hence, there is an increasing need to create a technical and behavioural assessment framework to identify key top talent and groom them into future technical and business leaders. The process was designed to be digital, with a high user experience and one which is efficient and time intensive
To enable our talent identification needs, The Act-up project was designed. They key imperatives of the project are:
o??Identification of key technical and behavioral talent at Cairn by each function (individual contributors and People managers)
o??Helping identified talent groom into future leaders
o??Creating a pipeline of home - grown future leadership for Cairn which is strong in technical and behavioral competencies
o??Create enhanced productivity and alignment to business objectives
Below are the process steps for the Act – up program:
o??Detailed functional and technical competencies are Identified for each function at Cairn
o??Vedanta values are used for profiling for behavioural competencies
o??Behavioural, functional, and technical competency framework is created for each function with level mapping
o??All employees (independent contributors and people managers) go through a detailed Virtual and digital assessment basis the competency model. Both behavioural and technical act up are conducted quarterly
o??Opportunity for career growth and advancement for identified stars:
2. Talent development:
The Cairn Building Future Leaders Today program is a structured leadership development program for high-potential Managers and leaders across departments at Cairn, which helped build talent through the following steps:
§?Behavioural learning needs identified through
o??Vedanta Competencies
o??Behavioural act up
o??Surveys?
§?Technical and functional learning needs identified through
o??Business imperatives
o??Techno functional competencies
o??Gap identification through technical assessment workshops
o??Future skills identification through surveys and in person connects??
§?Talent development: Cairn designed talent development programs from the very beginning when an employee joins the organization. The programs are segmented into junior level, mid-level, and mid-senior level. These programs were designed to boost the capacity of the identified talent to lead individuals, teams and large groups with authority, trust, and conviction. The talent development programs are as follows:
o??Cairn Leadership Initiative for Managerial and Business excellence (CLIMB-e) – leadership development journey for HiPo senior managers and young leaders
o??Cairn Accelerator Program for emerging leaders (CAP-el) – development journey for new managers and emerging managers
o??Barrel of Learning per Day (BOLD) – Development journey for Campus hires
o??LIFE – Women Leadership Development Program
o??V-lead –mentorship for women employees
o??Step up – Fixed step – a technical development journey for new and emerging leaders and independent contributors of 1-4 years of experience?
§?Behavioral sessions - Based on Vedanta values and necessary behavioral competencies
§ D&I
o??GIL trainings for unconscious bias removal
o??LIFE trainings for women leadership development
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3. R&R framework
Our endeavor is “to create a high-performance culture by encouraging and rewarding differentiated performance.”
Our high-performance culture aims to reward and recognize employees by encouraging them to perform beyond their roles and responsibilities. This is supported by our compensation strategy which lays the foundation of reward and recognition through a competitive assured salary, best-in-class benefits and supplemented by an aggressive performance bonus and stock options plan:
1.?????Behaviors & Culture:
a.?????Rewards that bring out specific behavior and create a culture
b.?????Entrepreneurial thinking
c.?????Synergies between teams/cross functional teams
d.?????Inter-Intra department coordination
e.?????Knowledge/Experience Sharing
2.?????Motivation and retention:
a.?????Intrinsic: Motivation that drives from personal/internal satisfaction. Sense of Achievement
b.?????Extrinsic: Driven by outside rewards. Ex. Money and fame
3.?????High Performance:
a.?????Drives:
1.?????High Consistent performance
2.?????To achieve Specific goal
b.?????Innovations
4.?????Values
a.?????Drives values along with 7 pillars of Vedanta?
4. CAFé – Awards Framework
In line with this philosophy, we launched the CAFé – Awards framework, to reinforce a high-performance culture and reward a superlative performance of employees contributing towards business targets. Below are the various award categories:
1.?????Appreciation based awards: Awards to encourage and appreciate high performance in a particular project:
a.?????Pat On Back (POB) - Any appreciable achievement or extraordinary effort to complete a key assignment or project
b.????Thanks, A Barrel (TAB) - Giving out-of-the-box/ innovative ideas that have the potential to impact business performance
2.?????Recognition: To recognize continued high performance over a period:
a.?????Long Service Award (LSA) - To recognise and appreciate long service contributed by the employee, this award is applicable to all staff in the category of National Employee and Expat Employee. On completion of the specified tenure employees are awarded with a Holiday with family.
b.?????Going Extra Mile (GEM) - To go beyond one’s assigned roles and responsibilities to complete an initiative or project Highest Level Awards – meant for extraordinary achievements with extraordinary impact on business performance
c.?????Rising Star - Young Leaders who perform exceptionally well in their elevated/ enhanced roles and set an example for their team
d.????Shining Star – Implementation of Digital Initiatives that result in process excellence –Leadership Excellence – Awards given to leaders and managers who have consistently showed great managerial qualities
e.?????High performing teams - Teams that have demonstrated extraordinary performance across projects
3.?????Impact Awards: Delivery of Key Projects have a substantial impact on our Volume, Cost and R&R. To motivate Project Managers to deliver the Key Projects, Impact Awards for Project Managers have been launched:
a.?????Direct Impact on Volume | Cost | R&R
b.?????Indirect Impact / High Impact Projects
4.?????Business Partner Awards: Instated to reward our business partners for their extraordinary contributions
a.?????Partner in Progress
b. Compliance Champion
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