How the “one team, one goal” philosophy helps PTTEP employees reach their maximum potential


PTTEP won the following awards at the first HR Excellence Awards 2021, Thailand:

  • Bronze for excellence in workplace culture,
  • Gold for excellence in talent acquisition.

In this interview, Adisorn Smathimanant, Senior Vice-President, Human Resources Division, PTTEP, shares the strategy behind this victory – and how the company works together to drive success and celebrate as a team.

Q What is your organization’s winning HR strategy and what steps have you taken along this journey?

The key winning strategy for PTTEP in everything we do, including the HR perspective, is to always seek to become the energy partner of choice, with the aim of creating shared values ​​for all of our stakeholders. Employees are among the key stakeholders in the pursuit of our mission to provide a reliable energy supply and sustainable values ​​for all parties. To achieve this, each PTTEP employee follows the “one team, one goal” principle as a common approach in the way we work together.

To advance the PTTEP, HR is constantly changing in three different dimensions:

  • Organizational transformation (TO)
  • Digital transformation (DT) and
  • New Normal Transformation (NT)

This is done to motivate our employees to reach their maximum potential. We offer career advancement opportunities, various skills development approaches, engagement activities and equitable performance management systems.

PTTEP has won numerous awards and recognitions, including HR related ones, over the years, which we proudly display on our website.

Q How has this strategy helped you meet your HR priorities, and what role has leadership played in helping make this initiative a reality?

Our CEOs and executives have implemented frequent ‘one team, one goal’ communication sessions, using technology to ensure that staff working at home or at operating sites receive the same message, to convey the same message. our goals, transformation progress, project milestones, company progress, key concerns and feedback, and necessary support from team members and management, including celebrations of small victories.

Again, this shows how we work together at PTTEP to foster success and celebrate together as a team.

Our award for excellence in talent acquisition is further proof of the success of the “one team, one goal” approach through digital transformation. In our recruitment process, stakeholders usually come from different departments, backgrounds and locations, but we always share the same goal.

We work as a team to formulate alternative solutions, listen to and support each other, and together achieve our goal for the benefit of PTTEP.

The project was launched successfully and received positive feedback from internal and external users.

Q Unexpected roadblocks are an integral part of the execution of any initiative. What were some of the obstacles you and your team encountered in setting up this program, and how did you successfully overcome them?

During our “Recruitment Portal” project, we encountered an unexpected obstacle during the User Acceptance Testing (UAT) phase, which was already towards the end of the project. There were some challenges with using out-of-the-box analytical dashboards, as they could not cover all the critical required aspects for our users. Additionally, the system vendor insisted that any further adjustments to the system were not included in the initial scope and budget.

The work team thought about it and came up with an alternative solution, with the support of the PTTEP digital team, developing an internal dashboard to resolve the issue to ensure that we can ultimately meet all the requirements. users.

The key for us to overcome this situation was to be resilient as a team. In doing so, we were able to counter the unexpected situation and come up with alternative solutions to resolve the problem while maintaining the milestone commitment as well as the target effectiveness.

Q This initiative has clearly yielded astonishing results. What was your game plan for measuring ROI? What are the pride that you can share with us on this front?

Measuring the return on investment (ROI) of HR activities / projects has always been a difficult question as it is normally not easy to calculate the real impact in monetary terms. Therefore, at PTTEP, we tend to measure effectiveness against other HR benchmarks.

For example, when we rolled out the Cultivate Cultivation program, we measured effectiveness through contribution to employee engagement scores. When we have reached 93% from the specific employee engagement survey question related to culture, we can safely assume that our employees truly understand PTTEP’s core values ​​and expected behaviors.

In addition, our voluntary turnover rate has always been a single-digit percentage, which is well below the market average, for many years in a row.

These are industry accepted standards that prove the success of the achievements and implementation of our HR initiatives.

Q We now see HR managing portfolios that were previously seen as far removed from their job description. In your opinion, what are the three main skills and attributes of a successful HRD today?

By realizing the constant changes in technology, innovations, company standards and workforce generation requirements, the three main attributes, in my opinion, that contribute to the success of an HRD are the abilities to embrace the Diversity and Inclusion (D&I) mandate, embrace transformational leadership and be resilient.

Diversity & inclusion: Promote HR policies and activities to make employees feel more connected at work, share more ideas and create more innovation. It is a critical driver for successful business results.

Transformational leadership: Formulate an HR strategy in line with the company’s orientations and meet new challenges. Develop multiple skills for Organizational Transformation, Digital Transformation, and the New Normal Transformation, as needed.

Be resilient: Adapt to changing business circumstances and maintain momentum among teams to overcome unexpected challenges in this rapidly changing environment. This ability is not limited to HR personnel, but is also essential for all successful leaders.


Photo / Supplied (Adisorn Smanthimanant, SVP HRD, PTTPE)

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