Transforming Suncor Energy's development
practices from lackluster to high impact through
innovation and collaboration.
June 5, 2012
Our Development Journey
Sonja Burgher,
Manager Talent Management
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Karen Rawson,
Manager Talent Strategy Integration
Agenda
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A Suncor snapshot
Our technology journey
Our development journey
“Transforming Suncor Energy's
development practices from
lackluster to high impact through
innovation and collaboration.”
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Safety Moment- Fireworks
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number of injuries caused
by fireworks in 2010
people injured by fireworks in 2010
were under 15 years of age
number of fires caused by
fireworks in 2009
amount of direct property loss
caused by fireworks in 2009
Fireworks that cause most injuries:
0 Firecrackers – 900
0 Sparklers – 1200
0 Rockets - 400
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Sources: Consumer Product Safety
Commission and National Fire Protection
Association
Main causes of firework injuries:
0 Easy access
0 Curiosity
0 Experimentation i.e. homemade
0 Type of firework
0 Being too close
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The safest way to enjoy fireworks this Fourth of July is to
participate in publicly organized events conducted by
professional pyrotechnicians.
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A Suncor
Snapshot
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The Suncor strategy
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Our
Technology
Journey
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Where have we been?
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Insufficient technology
used to support people
processes
Inconsistent and restricted
access to data
Limited reporting capability
Functionality not advanced
enough to sustain processes
Business Units and HR
would create own tools and
manual processes to fill gap
Labor intensive for HR,
leaders and employees
SuccessFactors – Modules implemented to date
2007
2008
2011
2012
DEVELOPMENT
PERFORMANCE
MANAGEMENT
GOAL
MANAGEMENT
MOR FORM
(Manager-Once-Removed)
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SUCCESSION
MANAGEMENT
Where are we now?
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Consistent enterprise-wide
philosophies and programs
One central repository for data
Integrated, technologyenabled system
– Automation
– Collaboration
– Visibility
– Reporting
– Alignment
– Increase in effectiveness
and efficiency of processes
Improved reporting capability
Our
Development
Journey
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How did development-for-all become a
Suncor priority?
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Suncor’s commitment to shareholders
1MM BOE/d
by 2020
Grow our business
Reduce cost per barrel through
Operational Excellence
Will we be able to “recruit and retain sufficient, capable,
motivated people and significantly improve the people
productivity of our business” to meet these objectives?
Quote: Operational Excellence Model – People Component
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Commitment from the top
Steve Williams, Suncor’s CEO
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Troubling Exit Interview Data
Primary Career Reasons for Resignations
40
34%
Number of Exit Interviews
35
29%
30
25
20
13%
15
8%
10
5%
5%
5%
3%
Internal
Mobility
Career Path
Other
Leadership
Support
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0
Career
Opportunities
External
Opportunity
Job Fit
Development
Opportunities
Career Category
2011 exit interview data identified career and development as the
primary reason for resignation.
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Telling 2011 Culture Survey Results
Bottom five responses
2011
1. Decision making in my Business Unit/Function is timely and effective (3.39) 2. Leadership live up to the promises they make to employees (3.46)
3. Leadership is committed to my personal development (3.53)
4. We do a good job of holding each other accountable for meeting our goals (3.53)
5. Leadership provide open, honest and timely communication (3.56)
Leadership commitment to employee development was a theme
emerging from the 2011 culture survey results.
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Cost of employee turnover and lost
productivity is significant
Estima
ted ann
u al
cost of
turnove
r and
turnedoff emp
loyees:
~$50M
+
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All of these drivers resulted in a
commitment to “up our game” around
career & development
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The goal
To operationalize a compelling, consistent and
integrated approach to development and career planning
that gives meaning and actionable steps to “My Career”
at Suncor.
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Timelines
Analysis
Design
Develop
Go-Live
Sustain &
Improve
April – June, 2011
July 2011
Aug – Dec, 2011
January 10, 2012
2012
Charter,
plan, launch
Recommend
Build
Go-live with
development
Sustain
development
(ongoing
awareness &
focus)
Current state
analysis
Are our
recommendations
sound?
Needs
analysis
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Ready
leaders &
HR
Are we ready for
launch?
Measure &
evaluate
outcomes
Adjust
dynamically
Strategic opportunities
Principles and Beliefs
Process
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Capability
Accountability
and
Stewardship
Our Career and Development Principles
1. We all have the opportunity to learn and grow.
2. Continuous learning is “a must”.
3. Employees own their development and career.
Leaders collaborate with employees to support their
development goals.
4. Performance results are a pre-requisite for career
progression.
5. Development is an opportunity to build confidence
and capability.
6. We are committed to frank, open career and
development conversations.
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Development in 3 easy steps
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Integrate a few critical tools & concepts
GAPS Grid – identifying
development priorities
Adapted from PDI GAPS Grid
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70/20/10 Development
Formula
The obvious solution
9Integrated technology solution
9Single repository for talent data
9Improved user experience
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We looked to our technology solutions to
support our change effort
Head:
Do employees understand the
vision and have
the requisite skills to perform in
the new system?
Heart:
Are employees motivated to
make the change?
Hands:
Are employees achieving the
results that are desired?
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Technology
Solution Demo
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Results (April 30)
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What’s next for Suncor
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Integration of current SF platforms
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Dashboard reporting usability
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Live profile upgrades
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Career content design
Questions
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Spend more time
on development
than
development
planning
There are
very few right answers
Find safe
places to test
your wings
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Separate LEARNING
from performance
Find
opportunities
to learn in
what you are
already
doing.
Have fun…
&
…enjoy the
journey!
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