Layer | Fill | Outline |
---|
Map layers
Theme | Visible | Selectable | Appearance | Zoom Range (now: 0) |
---|
Fill | Stroke |
---|---|
Collaborating Authors
Results
To prevent describe measurable levels of competency required for uring the late 1970s and early 1980s, people repeating history, the oil industry needs a job. If skill definitions are comprehensive enough, to do a much better job of developing competency it is possible to describe job roles and an individual's quickly and reliably. Just how does one begin to capabilities in sufficient detail to effectively manage what do this? Fortunately, with one small exception, is needed for a job and instruct employees on what skills competency management is identical in theory to quality they should master. One important caveat is that it is easy to Quality management measures a physical quality (e.g., underestimate the amount of time required to create pipe dimensions and strength), while competency an inventory (with competency levels) of all the skills management measures and controls not some physical required for a given E&P discipline.
Figure 1 shows the current s early as 1998--when the big crew change first What is not so well known is just how big the impact of demographics of SPE membership and uses conservative this demographic shift might be. What kind of changes in assumptions to predict that soon 20% of the industry's performance might we expect if approximately 20% of the personnel will have fewer than 5 years of experience. The industry has fewer than 5 years of experience? Of course, it SPE data are similar to those from almost every petroleum is impossible to predict the impact with complete accuracy, organization around the world and are quite similar for but a review of what happened to industry performance every technical discipline, from geology and geophysics the last time approximately 20% of the industry had fewer through refining. The point is that the industry faces an immediate influx of new personnel.