Talent management strategy at Kuwait Petroleum International
Kuwait Petroleum International (KPI) is a globally integrated energy company responsible for the refining and marketing interests of Kuwait Petroleum Corporation – the state-owned entity for Kuwait’s hydrocarbon interests throughout the world.
Kuwait Petroleum International (KPI) engaged Impact in 2010 to work with them on their Talent Management strategy.
Impact consultants worked in close partnership with KPI to identify key competencies and then designed and delivered a portfolio of talent management interventions for their Q8 Corporate Academy.
Impact’s programmes target employees across the organisation and include three leadership workshops; Q8Workstyle, Q8Deliver and Q8Business, which focus on helping participants to develop their competencies. The workshops utilise a powerful experiential approach to engage participants in the learning, and as well as developing skills, support KPI’s CSR policy.
Following the workshops, many participants then attend a Q8Development Centre or Q8Advanced Development Centre.
KPI had used Development Centres in the past, but were looking to refresh these to help supervisors and managers to understand their strengths and areas for development, as measured against KPI competencies.
The programme must leave the participants with a clear sense of
ownership of their future personal and professional development.
KPI asked Impact to work with them to design an Experiential Development
Centre (EDC) that allowed participants to:
- Target their development around key Q8 competencies
- Fully engage in a bespoke challenging experience
- Reflect on their personal impact and performance
- Benefit from senior leader support and coaching
Impact’s EDC model places the participant at the heart of their learning and development experience. Following a short training session, Senior Managers took on the role of ‘Observer/Coach’. The Observer role is to share feedback, coach, challenge and support participants, helping them to feel engaged and supported throughout the 48-hour EDC.
The EDC incorporates a range of challenging activities each focusing on specific competencies and behaviours. It includes group exercises, bespoke simulations, individual management challenges and presentations. This was further complemented by individual reflective learning, a 360 feedback report (completed pre-programme) and 1:1 coaching at key moments during the EDC.
Participants have multiple opportunities to capture learning throughout the EDC, and by the end have compiled a purposeful personal development plan, aligned with the PDR process and in support of KPI’s future leadership capability requirements.
Now in its third year, the new look KPI EDC has become a ‘flagship’ of the Q8 Corporate Academy portfolio. The focus on development and engagement has now seen over 100 members of KPIs top talent experience this targeted, challenging and engaging approach.
Senior stakeholders are involved, providing their experience and support to participants to create a culture of people development that is tightly linked to the future needs of the business. Participants are highly motivated and better informed of KPI’s strategic intentions, and therefore can make informed decisions on developing themselves to best effect.