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May 07, 2011
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he global Natural Resources market is nearing a critical tipping point.

Sustained worldwide demand for natural resources is pushing investment in oil and gas exploration and production, mining and alternative natural resources such as wind and solar while the pace of research in new and renewable energy sciences continues to elevate.
A North American Perspective

Russ Buckland, managing partner of TRANSEARCH in Canada and global co-leader of the Resources, Energy and Inftrastructure practice for TRANSEARCH International, says he sees some incredible challenges ahead for North American and global employers in the oil, gas and mining sectors in the months and years ahead.

"The biggest issue facing the Natural Resources market is a shortage of talent in all positions and that's being driven by Baby Boomer retirements and a lack of talent acquisition in the down times of the 1980s and 1990s, around the time when I presented a paper at the CIM asking, ‘Where Has All The Talent Gone,'" Buckland says.

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Talented people want to see prospective employers invest time with them, and that's so vital because they have an increasing number of employment options to consider and the winners in the war for superior natural resources talent will be those that differentiate the recruiting process.
The View From South Africa

Ian Blackie, managing partner of TRANSEARCH Africa and global co-leader of the Resources, Energy and Inftrastructure practice for TRANSEARCH International, says a massive and sustained increase in demand for natural resource commodities has led to unprecedented growth in new projects and revealed a human capital deficit across the African continent.

Looking ahead, Blackie expects the regional leaders of the natural resources search practice of TRANSEARCH International to work increasingly across national borders in order to bring world-class leadership candidates to regional executive search assignments and management succession plans.
India Emerges As Global Market Force

"We are slowly beginning to face [many of] the same problems in India." says Sanjiv Desai, a partner with TRANSEARCH India, who also heads its Industry search practice from offices in New Delhi.

Desai says a significant market shift has been underway as larger shares of what has for most of India's history since its independence in 1947 been a government-controlled natural resources industry become available to the private sector.

Just looking at the amounts of investments announced by various Indian and multi-national companies in the natural resources sector, he concludes, "I see a very difficult period ahead in the availability of trained and experienced talent in the country."
A Latin American Perspective

Looking ahead to the issues that will frame many Natural Resources challenges across the Latin America region, Jorge Velaochaga, managing partner for TRANSEARCH Peru and Regional Director for Latin America, says the business cycle will inevitably bring change.

"The industry will continue growing but companies and top executives should be cautious since we might eventually enter into a new downturn in the economy," Velaochaga says. "The challenge thus is to harmonize both perspectives avoiding the ‘over expectation' syndrome that could put compensation packages at levels that are not sustainable."

Latin America continues to demand and draw from a truly global pool of executive talent in natural resources, he adds, and given the competition for the best leaders, it's likely that many more companies will need to recognize that many of their vacant leadership positions could indeed be filled by strong, adaptable executives coming from other sectors.

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Growing tensions about the state of the world's natural resources workforces have surfaced for a few stark reasons. These include the industry's increased appetite for skilled workers, the ongoing challenge of convincing enough university students to pursue energy-related careers and the considerable demographic shift that is beginning to move the global post-war generation into retirement.

Russ Buckland, managing partner of TRANSEARCH in Canada and global co-leader of the Resources, Energy and Inftrastructure practice for TRANSEARCH International, says he sees some incredible challenges ahead for North American and global employers in the oil, gas and mining sectors in the months and years ahead. These new pressures are being driven, he says, by the acceleration of major merger and acquisition activity, a so-called commodities market "super-cycle" that continues to drive the price of oil, base metals and gold, and a demographic shift that will put an equally high premium on talent.

"The biggest issue facing the Natural Resources market is a shortage of talent in all positions and that's being driven by Baby Boomer retirements and a lack of talent acquisition in the down times of the 1980s and 1990s, around the time when I presented a paper at the CIM asking, 'Where Has All The Talent Gone,'" Buckland says.

Buckland explains that there is a huge gap in the Natural Resources workforce globally and that the shortage of talent is especially acute among workers ages 30 to 45. That's because of the business cycle and how it has pushed companies to hire only in fits and starts, because of consolidation and an overall "lack of feeding the talent pipeline previously."

"The war for talent between the companies is intense and compensation is being driven upward," Buckland says. "People don't want to join losing companies, so companies have to have a strong overall position to attract the best talent," he contends. "Talent acquisition and retention has to become a strategic imperative for natural resources companies. If they don't, those companies won't attract the right people, they won't keep people and they won't compete for the best."

Buckland says that natural resources employers around the world have to change the way they do business with prospective recruits, current employees and their high performers in order to maximize the effectiveness of their workforces and drive consistently high profitability. "They have to start thinking about being more innovative and creative in how they look at acquiring talent," he says. They also have to ensure that the talented professionals and managers they recruit into their organizations land smoothly in their new roles, stay long enough to deliver a return on the company's training investment and reach their full potential.

But creating a new approach to sourcing, attracting and building a natural resource company's human capital will require a significant dosing of change from today's status quo. "Executive search is generally a reactive business. I'm suggesting we need to turn the paradigm completely upside down. Companies and search firms alike have to start thinking more proactively about talent," Buckland asserts.

By identifying potential professional and management recruits and building a relationship with them before you may wish to hire them, Buckland says, natural resources companies can dramatically reduce time-to-hire and "cycle time for replacement." They can also gather important market intelligence that can inform not only recruitment strategy, but corporate strategy as well.

The candidates with the best credentials are increasingly expecting to learn and know far more about prospective employers than ever before. Top talent will gravitate to natural resources companies that are proactive about talent acquisition and develop a relationship with them to help educate them about their markets, competition and new opportunities.

In other words, talented people want to see prospective employers invest time with them, and that's so vital because they have an increasing number of employment options to consider and the winners in the war for superior natural resources talent will be those that differentiate the recruiting process. "In the past, people needed companies. Today, companies need people, so the nexus of the relationship needs to change," Buckland says.

This article is an extract of the White Paper entitled 'Under Pressure: Natural Resources Human Capital - A Prized Resource As Global Consumer Demand Escalates And Natural Resources Companies Confront Significant Talent Gap'. Get your copy of the full White Paper via the Transearch International website at




Human Resource Solution

Human resource management is called the systems and processes at the interface between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular HR activities and processes basic information technology, while the programming of computer systems have evolved into standardized routines and packages of the ERP. Overall, these ERP systems, their origin on software that integrates information from different applications into one universal database. The link modules of financial and human resources through a database is the most important difference between the individual and proprietary developed predecessors, which makes software that is both rigid and flexible.

Main function of hr system

Action for the services of administrative staff and are generally common to all organizations. Organizations can be formal selection, evaluation and financial management processes. An efficient and effective management of human capital progressed more and more necessary and complex process. The HR function consists of tracking information on current employees, which traditionally include personal history, skills, competencies, results, and salary. Reducing the workload of manual administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. HR executives rely on internal or external experts to develop and maintain an integrated HRMS.

Human resource management is called the systems and processes at the interface between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular HR activities and processes basic information technology, while the programming of computer systems have evolved into standardized routines and packages of the ERP. Overall, theseERP systems, their origin on software that integrates information from different applications into one universal database. The link modules of financial and human resources through a database is the most important difference between the individual and proprietary developed predecessors, which makes software that is both rigid and flexible.

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Main function of hr system

Action for the services of administrative staff and are generally common to all organizations. Organizations can be formal selection, evaluation and financial management processes. An efficient and effective management of human capital progressed more and more necessary and complex process. The HR function consists of tracking information on current employees, which traditionally include personal history, skills, competencies, results, and salary. Reducing the workload of manual administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. HR executives rely on internal or external experts to develop and maintain an integratedHRMS.



Nitin Walia strongly believes that small or big – BPOs are here to stay. According
to Nitin, "India is no longer known as land of Elephants and Snakes but the
land of High Talent professionals and cost effective corporate BPO
solutions. India is becoming the leader in outsourcing with no close
competitors. The BPO industry in India has been mushrooming right since the
decade begun. Indian BPO industry, as per NASSCOM estimates, is bound to
cross the $100 Billion mark by 2015."
Employing the use of a call center can boost your business. If you are a one-person operation, a call center will give your customers the impression they are dealing with a multi-staffed business. One of the advantages of a call center is you may operate a business in different time zones in the United States and foreign countries, and have an on call staff ready to represent your company round the clock at a rate cheaper than you could afford to hire even a single employee full time! Since most call centers have working operators round the clock, including weekends, you gain a round the clock workforce at a fraction of the price.
Years ago, a call center would have been out of the reach of the small business person. But today due to the healthy competition, the use of a call center is within the budget of even the sole proprietor working out of his or her home.
Besides fair pricing, you also want to locate a call center with competent professional operators, as well as run by management that is responsive to any issues you may encounter when using their call center services.
Unfortunately, other than word of mouth, it is often difficult to get a fair assessment of any call center's reliability and professionalism other than using their services. Because of that, it is the smart business move to seek a call center that does not require any long term contracts.
If you are not able to get firsthand recommendations of a call center's services, then your next step is to locate a call center with reasonable rates, with a short term or even no contract requirement, at the best reduced rates, and give them a try.
Beware of any call center that requires a large deposit to set up your account. If you are a one-person operation and seek the services of a call center to handle the inbound orders of your website, if you have a simple checkout system, question any call center that requires a $1000 plus deposit just to getyour account setup.
There are some services in existence that will try to charge you an exorbitant setup fee even if you decide to test them out for a month. A high deposit requirement should be a red flag to you that something is wrong, and that this service is attempting to make a fast profit off of you with no justification. Forget using such a service and continue on your search of finding a reasonably priced call center service right for your company.
Often you will find better pricing deals from call center services online than from call centers in your local area. An online search for call center pricing should bring up several call center services for you to price compare.
Some of the pricier call centers will not list their prices. Since there are many different services available to you through the internet, it is suggested you search through at least the first eight pages of your search results to find call centers with the best pricing. You may not have to search that far before you locate one or two good ones to test out.
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Once you have settled on a call center to evaluate, you need to pay attention to how your calls are handled in order to properly evaluate the quality of the call center and if you should continue with their services. The reason this is so essential is studies have shown that customers will cease purchasing or using a company's products or services based on a poor call center experience.
Remember, a call center operator is your company's representative, for good or bad. You must quickly ascertain if it is for the bad. If a reasonable complaint process with that call center's management will not satisfactorily correct that problem, then you need to discontinue using that call center's services.
The question is how do you monitor the quality of the call center operators, short of listening in? There is no other way, but to listen in.
Fortunately, there are third party telephone services you can locate online that offer toll free numbers with the feature of call recording at an affordable price. Call recording capabilities lets you monitor all conversations between your customer and the call center's operators. Since many call centers allow you to forward the phone number of your choice to their call answering system, this allows you to make use of an outside toll free number that has call recording where you can listen in and determine the level of professionalism of the call center employees.
If you utilize the call recording feature, you may be in for the shock of your life, as some operators, when they believe they are not monitored, may make promises about your products or derogatory statements you would never tolerate, and never would have heard if you had not recorded the call. That is why it is mandatory you use a type of call recording in your initial evaluation of thecall center service you choose.
Nitin Walia is one of the major players in the subject of BPO consultancy; an alumnus of Symbiosis Institute of Management Studies (SIMS) based in Pune, and has more than 10 years of corporate and entrepreneurial
experience, with last 7 years in the BPO industry. Nitin has been indulged
in the process of outsourcing industry since its inception in India. Nitin Walia has working relationship with more than 25 BPO companies in India with the scope of executing Greenfield setup for more than 5000 seats
in various Indian cities. So far he has been successful setting up over 1000 seats.
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