Fit For Purpose HR Transformation
Building an Integrated Competency and Rewards Framework for a Leading Gas Operator
Background
A leading joint operating entity in Indonesia’s energy sector is one of the country’s top gas producers, operating complex technical fields and employing hundreds of specialists across two major sites. While operationally robust, the organization lacked a unified framework to define, assess, and develop its human capital. As a result, workforce planning and performance management remained inconsistent, limiting talent effectiveness and alignment with the organization’s long-term goals.
Challenge
The organization had gaps in recruitment, development, and succession planning—particularly for highly technical roles such as drilling, geoscience, and engineering. Pay scales and grading structures varied across departments and legacy systems, leading to unclear pathways and inequities in compensation. To ensure sustainability, the organization needed a talent architecture that was fair, future-ready, and aligned with both operational complexity and stakeholder expectations.
Ideas
We took a structured, data-informed approach to develop a fit-for-purpose competency and job grading framework that would be accepted across stakeholders and scalable into the future. Our approach included:
Developing a comprehensive competency dictionary covering over 260 competencies across core disciplines: drilling, engineering, geoscience, reservoir & production, surface facilities, and supply chain
Creating structured proficiency levels to guide development and performance assessment
Mapping competencies to over 100 roles across the organization, ensuring alignment with functional requirements and best practices
Designing a job grading structure and salary scale aligned with one of the controlling entities, creating internal equity and external competitiveness
Embedding benchmarking and calibration sessions to ensure robustness and adoption across units
Result
With the competency and grading framework in place, the organization is now equipped with a clear, consistent foundation for managing talent across its technical and support functions.
263 competencies formalized with defined proficiency levels for structured development
100+ positions mapped to the new framework, creating clarity in expectations, growth, and performance
A unified job grading and rewards model addresses internal equity while enabling future workforce planning
What began as an effort to fix inconsistencies evolved into a strategic platform—positioning the entity to recruit smarter, develop stronger, and reward fairly in one of the most technically talent-competitive sectors.
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