Darrel Devan Lourdes was the HR Director of Shell Malaysia from 2011 to 2014. Prior to that, he was the Global Talent Manager for the Shell Group based in the Netherlands for four years. He also worked at Intel in Penang and Kulim for twelve years in various HR positions. His last position with them was the HR Director of the Kulim operations. He has also worked in an NGO and was providing development programs in ten Asian countries based out of Hong Kong for three years.
During the last 23 years, he has had a wide range of experience in all aspects of HR which includes recruitment, talent management, leadership coaching and development, consulting for senior leadership teams to help them function effectively and communicate better, large change management efforts, setting up meaningful compensation and benefits arrangements, putting in place employee relations policy and addressing employee relations issues, addressing diversity and inclusion issues, leading learning and development organizations, ensuring there is effective organization communications and leading senior HR professionals to support and act as consultants to leadership teams.
The experiences have allowed Darrel to work in a wide range of cultural setting where he has had short and long term assignments in the Netherlands, Hong Kong, the United States, China, Philippines and Costa Rica.
His key areas of expertise are:
i) Coaching leadership teams and Leadership Development
Since 2005, Darrel has been part of senior leadership teams in Intel Technology Sdn Bhd, Shell Netherlands and Shell Malaysia.
In that time, a key part of the HR job has been to help these team stay effective. He is recognized for his ability to coach CEOs and Senior Executives on the leadership teams and help them improve both their individual performances and how they function within a team setting. His key skills in this area include, assessments of staff suitability to be part of a leadership team, identify staff with potential to be included into senior leadership roles, establishing and managing senior succession process and transitioning staff from the leadership teams because they are more suited for other roles in the organization.
He also has extensive experience in evaluating and improving the communications skills in leadership teams (using tools like Kantor, effective meetings, Blanchard leadership models, etc), improving the effectiveness of meeting proceedings, facilitating trust build activities, managing team conflicts, enabling teams to develop a common vision, setting up monitoring system to check into performance of individual departments and how they are supporting the overall direction of the organization, monitoring the mood of the organization with regards to specific issues and responding to it effectively through public forms, workshops and on line communications. Darrel has also been responsible to help other HR consultants to learn and develop the above skills since 2005.
ii) Change management
Darrel has extensive experience in the area of change management. When he was the HR Director for Intel in Kulim in 2006, he was in the lead role to reduce staff and restructure the company.
He was also the Shell Group Talent Manager and lead in the talent management activities worldwide in the change exercise that happened in 2009. During that time, Shell restructured the business by removing its Gas and Power business and creating a new organization called Projects and Technology. The exercise was to reduce the size of the Senior Executives and the overall company headcount by 5000 people worldwide. The people principle manual used by Shell today to guide their change management activities is the one he and his colleagues developed for this exercise.
In 2012, during his time with Shell Malaysia, he was instrumental in encouraging the leadership team to take on a change program and later with their help, developed and implemented 3320 which is a multi-year cultural change program for Sarawak Shell in 2012. The program involves strengthening their safety culture, project delivery, employee engagement and ability to secure new oil revenues.
iii) Talent management
Between the 2007 and 2011, Darrel was the Shell Group Talent Manager and in charge of all talent related activities for Shell worldwide. He was involved in the restructuring of Shell process for potential assessments in 2008 into a single framework for 50,000 employees.
He was also in charge of the senior succession process for 200 Shell executives and was in the lead in the effort to refresh the graduate development program worldwide in 2010/11 to ensure it is best in class. He also has extensive experience with recruitments and was instrumental in enabling the growth of Intel Malaysia to form a 4000 employee company to a 8000 employee company between 1995 and 1998. He later was the recruitment manager for all the manufacturing location of Intel worldwide.
Darrel is a graduate of University Science Malaysia where he finished with a degree in Anthropology and Sociology. Reading and traveling are his big hobbies. He also enjoys the outdoors and likes to dive and ski but the thing he enjoys most is having good friends around a table with great food and having good meaningful conversations.