Posted on 13 Apr 2015

About Oil Search

Oil Search was established in Papua New Guinea (PNG) in 1929 and is the country’s largest oil producer. Oil Search has a comprehensive exploration and appraisal programme to underpin PNG expansion in PNG and also has exploration interests in the Middle East and North Africa. It is listed on the Australian and Port Moresby stock exchanges, with a market capitalization of almost USD$11.5 billion.
Oil Search Limited recently completed two strategic reviews and revealed its roadmap for delivering new vision and growth objectives. To meet its goals, the Company realized that it needed a streamlined process to ensure it has the right talent in place to drive key strategies and achieve robust international


The Challenge

Finding qualified individuals who could facilitate the Company’s growth objectives was only part of the challenge for Oil Search – the Company also had to take into consideration cultural diversity, role diversity, community responsibility and other factors. The Company also did not have a comprehensive career development and succession planning process in place for more junior staff. The Company required a method to identify what leaders of the future looked like so hiring managers could assess and develop those competencies today and well into the future. Another major factor driving the need for a new approach to leadership development was the ongoing inclusion of gas into Oil Search’s portfolio. No longer just limited to Oil, the Company found itself with different process requirements nd variances in how jobs get done and the needed skills, attitudes and behaviors required.


The Focus

To address these challenges, Oil Search created a set of leadership behaviors to underpin future success. In addition, the Company sought to develop a new approach for:

  • Creating a pipeline of future leaders,
  • Assessing future leadership capability,
  • Developing recognised future leaders to be successful,
  • Creating consistency in leadership behavior,
  • Rating performance across the business.

The Company also sought to build a Leadership Framework that would be flexible and reasonably simplistic enough to be used across the business to increase capability and return on its talent investments. Such a model could then be used to assess future leaders and guide recruitment for all roles. In identifying its needs, the Company created a Leadership Framework featuring six key competencies to help it identify, assess and ultimately hire talented individuals who could help it achieve its growth goals.

“The framework is giving us consistent information about our Talent pipeline so we can now clearly identify people who have the potential to move up to the next level. We are now getting consistent information so we are comparing apples with apples.” Raelee Hobson, Organisatonal Development Manager, Oil Search

The Solution

Oil Search conducted a process to find a talent management solutions provider that it could partner with to develop and design its Leadership Framework. PageUp was selected due to its experience in developing leadership frameworks, working with culturally sensitive organisations and engaging all levels of an organisation. . PageUp partnered with the Organisational Development team, working closely with the business to understand the qualities and behaviors that had made  rganization successful to date and what it would take to achieve its high-growth objectives in the future.

Overall, PageUp helped the Company foster engagement and buy-in by:

  • Creating a working group comprised of representatives from each business unit who were involved in the design and delivery of the Leadership Framework.
  • Conducting focus groups to test the framework and tools along the way and incorporate this feedback to ensure the product would have maximum uptake and impact.
  • Piloting the Leadership Framework for various leadership development initiatives, including Oil Search’s Future Leaders program, High Potential program, graduate recruitment and development, and recruitment of key leadership roles.
  • Using the Leadership Framework within success profiles for critical roles.

The Leadership Framework is now recognised across the business and is utilised throughout the entire employee lifecycle, from recruitment to Performance, development and succession. The Leadership Framework has become part of the language of the organisation, and it has been endorsed by the Company’s executive team and board of directors. It is also used by managers involved in the hiring process, so all new recruits are assessed against the Framework to ensure successful hiring .