Assessment of the Manufactory SEeD early development program

Manufactory SAB Early Development Program (SEeD) Assessment Report

Report Aims:

To find areas that need improvement, site strengths, and best practices for each site. Listening to the comments and concerns raised by site workers with an aim of finding ways for improving the program. To come up with quick fixes and improvements for the site. Finally, the assessment data will be used for the review and enhancement of SEeD strategy and design.

How to Use This Report: This report highlights the key strengths and areas of improvement that were identified after interviewing the SEeD stakeholders. It is the responsibility of the site to identify the developmental areas and highlight the areas where development should begin.
The report offers detailed feedback that was received from the interviewees in response to the questions that were asked during the interview process. The report has been divided in to sections based on the focus areas that were covered during the interview process. Therefore, to get the best understanding, it is vital that one reads through the report and looks at the feedback we received from the interviewees.
This report has been structured in the following order: Strengths and areas of improvement that are within the control of the site. Observations that we made that we deemed to be important to look into and review. Feedback received from the interviewees that would portray how SEeD is viewed. However, these views may not be under the control of the site. The answers have been captured as we observed them. This does not mean that the answers have to be looked as one of the mandatory areas. Scored questions that we measured to determine program quality and compliance. Non-scored questions that are related to the effectiveness of the program. Questions related to the program design for your review only that will be used for future improvements of the program.

Key Strengths:

SEeD engineer’s contribution is an important event: The site does see the importance of SEeDs involvement within the site, which offers the site vital technical exposure. The logic behind the rotation sequence: The site always makes sure that an employee performs the final two rotations in the area where they will work. This idea comes from SEeD engineers, and it is beneficial for them and the Home Department. Monitor SEeDs progress: The site created a dashboard and scorecard for every participant in SharePoint to track and record individual progress. SEeD focus: The site has created a structure where there are regular meetings with SEeD engineers to support their needs. Assignment leader’s awareness sessions: Every new assignment leader receives a session on his role, responsibilities, and objectives.

Developmental Goals:

Tangible deliverables & tasks diversity: There is a need for the EHSS rotation to be improved by adding assignments that require tangible deliverables. Challenging Assignments: The SEeD engineers are interested in having more challenging and complex assignments. Mentorship: The mentorship role should be activated more within the program especially in the EHSS, Maintains, and Projects rotations. Onboarding program: Create a more interactive program for onboarding instead of the current one that requires lots of reading.

Observations and Analysis Observation (1)
There is no alignment between the goal of SEeD and the outcomes the site is looking for as a result of using SEeD. SAB should clearly describe the goals of SEeD and the program be redesigned to serve this purpose/goal.
The answers received from interviewees in the question related to SEeD goals received the following response:
Provide new engineers with the basic requirements of EHSS regulation, business acumen, build relationships and networking, understanding the whole site, and develop them technically. However, when the interviewees were asked about the outcome the site wants to see by using SEeD, they responded as follows: To increase localization with competent Saudi engineers and see SEeD graduates grow on-site as technical gurus driving MFG.
Observation (2)
During the interviews, there were several comments that were shared regarding the current ECP performance evaluation. It is the view of the interviewees that the current ECP performance evaluation results are not indicative of the real evaluation because the current ECP TRP is affecting the expectations of SEeD. A recommendation was being made to add SEeD as part of the general TRP cycle instead of having it as a standalone TRP for ECPs. SEeD engineers have indicated that they feel like their capabilities are way above what is necessary for the completion of the tasks. With tasks that have no tangible deliverables, the SEeD performance results are being deemed as high.
Observation (3)
There was an issue with the length of the rotations as noted during the interviews. The interviewees stated that the program length is an issue due to the following reasons: There are some rotations like those of EHSS that are self-study tasks, which are not challenging to the SEeD engineer. Current rotation is based on time and this should be reviewed to be based on requirement. The interest of the SEeD engineer tends to influence their contribution and views on the rotations. Most SEeD engineers prefer to focus their rotations on their BS education major and their roles in the Home Department. For example, mechanical engineers would prefer to spend less time in production rotation since they will not end up working there. There is a need to have the program content be related to the job the SEeD engineer will be doing after completing the program.
Observation (4)
In the interviews, it was observed that the SEeD engineers are more focused on the importance of the task lists existence. While this is essential, it portrays that the SEeD engineers have a student mindset that is focused on having clear guidelines and curriculum. For example, when we asked a question about site support and the provided leadership opportunity and assignments, the response we received was "It is encouraged, but not structured in task leadership".
In one of the measured comments from SEeDs regarding the rotations assignment it was clear that the rotations assignments are not challenging enough. This resulted in the assignments not supporting them to be proactive and have self-initiative since they are not exposed to in-depth assignments and experiences.There is no alignment between the goal of SEeD and the outcomes the site is looking to as results of SEeD. SAB as organization need to take a decision on the goal of SEeD as result the program will need to be redesigned if needed to serve the purpose
The answer we received from interviewees in the question related to SEED goals has varied between the following answers:
Provide new engineers with the basic requirements of EHSS regulation , business acumen, build relationships and networking, understanding the whole site, and develop them technically. However the all the interviewees have responded to the outcome the site want to see as result of SEeD is To increase localization with competent Saudi engineers and to see SEeD graduates grow on site as technical gurus driving MFG .

Observation (2)
During the interviews there was serval comments pop up that current ECP performance evaluation results does not indicate the real evaluation because the current ECP TRP is affecting the expectations of SEeD and there was a recommendation to add SEeD to be part of the general TRP cycle instead of having a standalone TRP for ECPs’. On the other hand, SEeD engineers have mentioned that they the feel that their capabilities are above from what is necessary to complete the task, some tasks have no tangible deliverables which give an indication why SeeDs performance resutls are high.

Observation (3)
During the interviews there was always a comments regarding the rotations length and what have noticed and collected from the interviewee that the length of the program is an issue due to following reasons:
Some of the rotations such as EHSS are self-study tasks readings, and as results it’s not challenging the SEeD engineer.

The rotation period needs to be reviewed and to be build be based on the requirement, not time.

The interest of SEeD influence their contribution and views on the rotations
SEeD engineers are interested in focusing their rotations based on their BS education major and the Home Department roles. For example, mechanical engineers would like to spend less time in production rotation because eventually they will not end up working there.
The program content needs to be more related to the job the SEED engineer going to located after completing the program



Observastion 4:
Tasklist


Keep doing: (site control)

Strength and best practices that the site is doing which is not related the SEeD guide:

· According to the feedback received the site always ensure that the SEeD engineers participate in important site’s circumstances which gives importent technical exposure t(such turn around) to ensure that all SEeDs have the chance to be part of it
·
· The logic behind the rotation sequence: The site always make sure that the employee do the final two rotations in the area where he will work. This idea comes from SEeD engineers, and it is beneficial for them and the Home Department.
· The areas that the site can investigate more and improve:
· SEeD engineers have asked to engage WFD during the ECP TRP performance discussion
1. Assignments Tangible deliverables
The assigment Summary of Assessment Results How to use the report:
This report include feedback and comments from the sites you will find strength that abeen observed and area of improvement that are linked directly to the site implmintation strategy and its withen the site control. On the other hand, you will find an area of improvments that are outside the site contral which we the project team we are going to use to improve the SEeD program design.
After collecting the feedback and look at it housticuly; we have observed the following :
· SEeD engineers talked a lot about the importance of the task list which in gnerr
How to the site use the report:
Look into the areas that you can improve & hanging fruits
How the project team will use this report:
Some of the observation and notes are related to the program design and structure which will team will work on
What I will do: move the area of improvement that is out of there scope




Compliance: Task Diversity


Operation – EHSS – Maintenance – Projects



Strengths
Development Opportunities – Comments


· In general, there is diversity in the tasks and assignments during the operation rotation.

· The assessment results for EHSS rotation show that there are minimal to no tasks related to the environment, GR, security, and fire.




Compliance: Hands-on


Operation – EHSS – Maintenance – Projects


Strengths
Development Opportunities & Remarks



No evidence




· During the interviews, we found that there are no tangible deliverables required from SEeDs. The nature of assignments requires only understanding, not application.

· SEeD engineers need more support from their mentors; they will benefit from having a structured mentoring process




Compliance: Focused Development Task List

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities


Although the task list is fixed in all rotations, the site practice is flexible in terms of the sequence of the rotation which made the SEeDs more comfortable during their learning journey


It was noticed that most of the tasks in the EHSS are self-study tasks and readings. Many of the task were not associated with a practical exercise or demonstration of the learning. This have limited the acquired knowledge related to EHSS and as a result, less than expected outcomes when it comes to innovation and system improvements.

· Moreover, although there are a fair number of assignments in the EHSS rotation, these assignments are identical in terms of the outcomes but have been separated into different items (e.g., items 3, 8, 10, and 11.







Compliance: Engagement with SEeD Participants

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities

In general, the affiliate has structured meetings with SEeD participants.
For example,
· HRBP meet twice a year with SEeDs
· Site coordinator meets weekly with SEeDs
· SEeDs management meets with SEeDs at the beginning of each rotation
· There is a monthly management meeting at which SEeD is one of the topics.

· HROPs engage with SEeDs when there is a request from WFD.

· According to SEeDs’ comments, the weekly meetings with site coordinators stopped recently; they would like to have more meetings, as they were beneficial for them.




Compliance: ECP TRP Process Timeline

Operation – EHSS – Maintenance – Projects

Strengths & Comments
Development Opportunities

· There are no challenges on ECP TRP the timeline
· HROPs are not always involved of the ECP TRP timeline. HROPs are not involved with the ECP / TRP timeline for SEeD)
· TRP success always depends on the WFD, HROP role, and follow-ups – engaging HROPs in the process more would improve the process.





Criteria & Tools of Performance Evaluation

Operation – EHSS – Maintenance – Projects

Strengths
Site Remarks & Development Opportunities

· The site created a dashboard and scorecard for every participant in sharepointsto track and record the individual progress.

· The site trains AL on how to evaluate the SEeDs, review the ECP results, and have dialogues when there is a certain observation on the TRP results. For example, when there is
· In genal there was a suggestion to have a committee for SEeD evaluation for all sites to improve the evluation process
· SEeD to be part of the general TRP cycle as in the current ECP TRP we are over rating SEeDs which is as result effect SEeDs expectations after completing the program it linked to the objectives















Quality : Distribution of Tasks

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities


Operation/MTC are fairly distributed
· Some interviwees mentioned that Projects & Engineering needs more time, while EHSS needs less time. Which we belive that is due the feeddback recived regarding the EHSS routation:
· Few tangible deliverables during EHSS rotation
· Some of the tasks in EHSS need to have more details to ensure the intent of the task is achieved
· SEeD engineers feels their capabilities are above from what is necessary to complete the task




Quality: Engineering Applications

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities


No evidence


· (EHSS) The assignments involve using engineering applications but are restricted to a course that is not given; no sign of learning e-shem. In addition, the program lacks awareness about the systems used by security and ID sections and how are they integrated internally and externally with SABIC SAB affiliates.







Quality: Assignment Value to SEeD Engineers/Taks with Tangible Deliverables

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities

· No evidenceRelated to the final placment of the engineers, to handle the job quickly.

· Most of the tasks in EHSS have no tangible deliverables
· During the interviews related to the project rotation, we noticed that SeeDs only participate in one project. As a result, the engineer only learns and experiences one phase of the projects. The SEeDs would befit from practicing in multiple projects where the projects are going through different project stages.




Quality: Comprehensive Assignments

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities


· During the interview, SeeD engineers reflected a comprehensive in tworotations: OP, and MT

· During the interviews related to the project rotation, we noticed that SeeDs only participate in one project. As a result, the engineer only learns and experiences one phase of the projects. The SEeDs would befit from practicing in multiple projects where the projects are going through different project stages.

· During the interview, both SEeD engineers reflected a shallow understanding of the basic terminology that EHS engineers deal with daily in their work. This indicates that the assignments were not comprehansive and did not deliver the aim of the rotation.





Quality: Team Work

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities

· According to SEeD engineers, the assigments involve teamwork.


· It overdoses in some cases in the expanse of Technical focus.






Quality: Leadership Assignments

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities


· During emergency shutdown, all SEeD engineers were involved in leading one area for maintenance.

· There are extra activities that SEeDs lead, such as campaigns and awareness sessions.



· SEeDs lead tasks during emergencies only. However, in general, they do not lead any other tasks.

· It is encouraged, but not structured in task leadership..






Quality: Ideas & Initiatives

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities


· The Home Department in general supports and encourages SEeDs’ ideas and initiatives.

· SEeD engineers feel like the task list does not equip them with the required knowledge to inspire the SEeDs to come up with ideas related to EHSS.

· AL/mentors see that self-initiative plays a major role.





Quality: The Goals of SEeD

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities


· AL’s believe that the program goals are much clearer than before.

· SEeDs’ experiences differ; some believe that the goals of the program are clear, but others disagree. A Sugesstion is to have awareness sessions focusing on the objectives of the program and rotations goals




Quality: Percentage of Field Activities

Operation – EHSS – Maintenance – Projects

Strengths
Development Opportunities

It was obvious only during internal/ external audits or seasonal TAM.
In general, there is no consistency in the responses to the questions between AL and SEeDs: “below are the responses”
· Need to include more of the routine field activities of the EHSS department.
· SEeDs are engaged almost 50% at the site
· All the time in the field
· Much room for improvement



Quality: Onboarding Program

Strengths
Development Opportunities

· There is an onboarding program.
· Every participant receives a welcome package.
· According to SEeDs/graduates, although there is an onboarding program, it needs to improve as it is not structured or interactive, and it involves a lot of reading.



Quality: Assignment Leaders Awareness Session on Their Responsibilities Jointly with HRBP

Strengths
Development Opportunities

· There is an awareness session for new assignment leaders on their roles and responsibilities.
· No evidence

Non-Scored
Quality: The Goal of SEeD

Development Opportunities – Reflections – Comments

Responses:
· Provide new engineers with the basic requirements of EHSS regulation and the company process, build relationships, and enhance the working rhythm.
· The goals are to expand the network, gain knowledge, understand the business, fully understand the site (to have a full picture), and gain business acumen.
· To be collaborative, employees have to have the full picture by understanding the whole site. Furthermore, it is beneficial for the site to understand where people will fit in the future (strength) to have an impact.
· Develop them technically.




Quality: Logic Behind the Rotations at the Site
Non -Scored

Development Opportunities – Reflections – Comments

· It depends on the site’s circumstances (such turnaround); if it is happening, the site ensure that all SEeDs have the chance to be part of it.
· It is based on the participant’s BA major (mechanical, chemical, etc.). For example, if the participant is a chemical engineer, his destination after graduating is either engineering or operation. Thus, the make sure that the last rotations are going to be in either of these routes. However, for a mechanical engineer, the site try to make the last two rotations in either maintenance or engineering. The idea is for the employee to do the final two rotations in the area where he will work. This idea comes from SEeD engineers, and it is beneficial for them and the Home Department.






Open-Ended Questions for Future Improvements and Considerations
Non-Scored: This is for your information. The project team will take this into consideration for overall SEeD process enhancements.

SEeD Effectiveness: Outcomes need to be seen outside of the SEeD program

Development Opportunities – Reflections – Comments

SEeD management and drivers:

· To increase localization with competent Saudi engineers
· To see SEeD graduates grow on site as technical gurus driving MFG
· To see more Saudis in specialized technical roles

SEeD graduates:
· Deeper technical expertise
· Teach the chemical engineers about mechanical processes, too. Once they have finished the SEeD program, graduates should learn about business acumen, scope of procedures, business cycle, etc.
· More interaction between all departments
· Wider process expertise





SEeD Effectiveness: Factors and elements that will improve the program

Development Opportunities – Reflections – Comments

SEeD management feedback:
· To have proactive tools to help measure the effectiveness of the program
· SEeD to be part of the general TRP cycle (because the current ECP TRP is affecting the expectations of SEeD)
· To automate the ECP TRP process (a lot of follow-ups)
· To make sure that all sites are implementing SEeD guidelines
· To add process & safety training
· To have leadership training during the last rotation
· To give SEeD participants the opportunity to learn from other sites, which, in general, managers will not approve of

SEeD graduates’ feedback:
2. The program content needs to be more related to the job
3. To have more time on the PED rotation
4. To engage WFD in ECP discussion
5. SEeD graduates need to know more about the evaluation process and when they deserve an outstanding rating.





SEeD Effectiveness: The one drawback that is affecting the program progress

Development Opportunities – Reflections – Comments


· Effectiveness of the rotation period needs to be reviewed and should be based on the requirement, not time.
· SEeD engineers are interested in focusing their rotations based on their BS education major and the Home Department roles. For example, mechanical engineers would like to spend less time in production rotation because eventually they will not end up working there.
· SEeD engineers are brilliant and contribute significantly to the organization. However, their main challenge is that they do not speak their minds.




SEeD Effectiveness: Factors preventing the program from being successful

Development Opportunities – Reflections – Comments

SEeD Reflections & Requests:
· The rotations need to be dynamic rotations; support from site is needed, to listen more to the engineers and to consider them potential leaders
· Prefer to start the rotation in an area related to their BA degree major
· More mentor involvement and guidance
· More ownership of the program from the assignment leader
· More flexibility in the program content
· The duration of rotation (i.e., six months) with PDC is to long










SEeD Effectvince: SEeDs job placement (before or after the program)

Development Opportunities – Reflections – Comments

Site management reflection:
· The site places the SEeDs after they complete the program (post).
Site observation:
· It is better when SEeDs are placed after they complete the program and report to WFD so the employees have the chance to learn from all rotations; the impact is better. By applying post placement, we ensure that the learning is high because of the exposure.

SEeD graduate reflections:
· Some graduates expressed that pre placement is better to give them the chance to know and focus on the related learning. However, other SEeDs think it is more interesting to be in the unknown, to always be interested in the learning.
· According to SEeDs, the pro is the wide engineering experience, and the con is less focus of future positions.

Yes/No Questions: Future Improvements and Considerations
(Scored)

SEeD Effectiveness
SEeD Program Building the Foundation of Expertise for the Site

Strengths
Development Opportunities

There is no consistency in the responses from AL, SEeDs, the Home Department, and mentors.
Below are the responses:
· PED need more time
· Only operation meets the expectations.
· Project & Engineering to be enriched with other technical departments

SEeD Effectiveness
Internal SEeD Management System/Program – Structured Feedback – SEeD graduates contribute in providing useful business solutions due to their experience from previous SEeD rotations

Strengths
Development Opportunities

· The site has an internal management system.
· There is a mechanism to receive regular structured feedback from assignment leaders and WFD on performance and behaviors of the SEeD participants.
· The site receives regular structured engagement/feedback from SEeD engineers on program quality, quality of coaching, and support provided by host departments:
· Twice-a-year meetings
· Weekly meetings with the site coordinator
· Conduct survey
· The site has good examples of graduate contributions.
· During the assessment meetings, SEeD graduates have provided good examples of initiatives or extra curricula they have done during their rotation:
· Campaigns and OMS integrations, TAM, and awareness sessions related to OMS
· EHSS dashboard, MTC audit closures, plant monitoring reports

SEeD Effectiveness
Focused development for SEeD engineers with respect to their disciplines (electrical, chemical, mechanical, etc.)

Strengths
Development Opportunities

· Having a general development program helps to build the foundation during the SEeD years. However, there is no consideration of the SEeDs’ BA degree, which might affect their performance and understanding from one rotation to another.

SEeD Effectiveness
SEeD management engaging participants (tasks, issues, etc.)

Strengths
Development Opportunities

· According to SEeDs, there is a
custom plan for each SEeD engineer and ad hoc plans, and there is engagement with AL with mentors, Al, and WFD.

· Each SEeD has a scorecard. However, lately, the site is not giving it a lot of attention.
· Continue implementing the SEeDs’ scorecards

SEeD Effectiveness
SEeD Mandatory Courses

Strengths
Development Opportunities

· According to SEeDs, they have enjoyed and benefitted from engagement with other SEeDs from different sites, which seems to be a plus in the mandatory training.