Strategic HR management

EGPC modernization project ( Program 3)

• Organization Egyptian General Petroleum Corporation (EGPC)

• Prepared by:
- Ahmed Ebrahim Taha Mohamed (2)
- Ahmed Kamal Abd El Aleem El Gazar (3)
- Islam Zaki Ibrahim Ismail (16)
- Marwa Gaber Mohamed Mohamed (24)
- Marwa Salaheldin Abdelfattah Mohamed (25)
- Nada Mahmoud Samy Sharshar (31)
- Sally Samir Said Gomaa (38)
• Supervised by:
Dr. Raghda Fawzy
 Egypt’s Oil and Gas Modernization Project
strategy
• In 2016, The petroleum sector coined the modernization project aiming to sustain sector’s past
achievements, unlocking sector’s full potential and increasing sector’s contribution to Egyptian
economy
• The Modernization project was divided into 2 phases:
– Diagnostic phase
– Implementation phase
• Diagnostic phase outcomes:
– Vision:
To continuously unlock the sector’s full value chain potential as a growth and a sustainable development engine for Egypt;
achieve financial sustainability; and become a leading regional oil and gas hub and role model for the future of modernized
Egypt.
– Strategic goals:
 Modernization project HR strategy
Program 3 goals
• As HR management is the third pillar in the modernization project and knowing that human
capital is the main asset in the sector’s modernization, the HR team strategic goals is
concentrated about talent management and employees competencies
• Vision:
Optimizing the use of the human element in the sector, developing and raising the efficiency of
workers, and developing modern systems for managing human resources so that efficiency is
the determining element for evaluation in the sector .
• Strategic goals:
– HR System
• Implementing new payment scheme
• Implementing performance based appraisal
• Developing an efficient succession plan
– Talent management
• Middle Management Development programs
• HSE Capacity Building
• Clear Career Path
– Redeployment
• Unified Data base for all sector’s employees
 HR organization structure
Administrative and human resources affairs

Communication and governamental Administrative services and public

Human resources Training
relations relations

‫استحقاقات‬ Training R&D Communications Administrative services

social insurance Training planning Governamental relations Public relations

HR planning

Employee affairs
 Ministry of Petroleum and Mineral Resources HR Metrics

Training ROI =
net monetary benefits of training /
(total costs of training) x 100

Employee Net Promoter Score = 1. Physical

(% of promoters - % of detractors) x 100
Quality of Hire =
2. Emotional (Job Performance + Engagement
3. Financial +Cultural Fit) / 3
4. Social
 What is lacking in
metrics
1- Keeping HR Metrics “KPIs”
much more aligned with the
organization’s strategic goals
2- Solving the issue of The
absence of “why” in some of the
organization’s metrics to make
taking action less difficult.
“This is the way to have better
workforce management, while
providing competencies to the
employees and obtain data that
will provide clarification of what
the company needs”.
• Suggested Remedies:
“Developing an efficient succession plan”
“Middle Management Development programs”
“HSE Capacity Building”
In order to be more aligned with the pre-mentioned HR
strategic goals, new metrics should be employed:
- Rate of Internal Job Hires.
- Internal Promotions Vs. External Hires.
- Positions Included Within the Organization’s
Succession Plan.
Also Prioritizing some Training Effectiveness metrics like
- Post-training surveys.
- performance of employees on the job after they have
attended a particular training course.
over other training financial metrics “Training ROI” to get
a good grasp of the WHY? , and if something isn’t
working, whether an alternative approach can be
considered.