The SPE has split the former "Management & Information" technical discipline into two new technical discplines:
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- Data Science & Engineering Analytics
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Abstract The purpose of the paper is to outline the methodology and process that United Energy Pakistan adopted to develop and enhance the leadership capacity of its emerging talent that went on to assume leadership roles in the organization. It is imperative for the upkeep of talent and organizational culture that structured development journeys are designed and extended to high potential employees who can then take the organizational performance to new heights. The framework was designed to develop business focused, yet people centric leaders, equipped to manage operational as well as strategic aspects and deliver results. It is a structured leadership competency acceleration program with a rigorous monitoring mechanism. Although a 12 month long developmental journey comes with many benefits such as cross functional collaboration, networking, opportunity for reflection and practicing learned skills, however, the manageability and synchronization of schedules became an administrative challenge. The paper provides best practices and lessons learnt for leadership development that other organizations in the oil and gas sector may adopt to manage and maintain sustainable talent pools.
SPE Disciplines:
- Management > Professionalism, Training, and Education > Personnel competence (1.00)
- Management > Professionalism, Training, and Education > Communities of practice (1.00)
- Data Science & Engineering Analytics > Information Management and Systems > Knowledge management (1.00)
Abstract Saudi Arabian Chevron (SAC) is continuously investing in human resource development and technology as an integral part of its business operations. Newly hired graduates go through a variety of training and performance management programs to enable them to be globally competitive members of the Chevron workforce. A comprehensive and structured manpower development program called “Horizons” is implemented within Chevron to accelerate the development of new graduate hires. A key enabler for delivering on SACs graduate development commitments is through its newly inaugurated Technology Center. The Technology Center is acting as the center of excellence for manpower development and technology transfer to SAC. The Horizons program consists of three key elements; a) technical training; b) rotating job assignments; and c) mentoring. Technical training, with a mix of both cross-functional and discipline specific topics, is designed to improve competencies of new graduates. Rotating job assignments allow participants to gain practical experience and petrotechnical skills by becoming involved in a variety of hands-on projects. The mentoring program assigns each young employee with a senior technical professional to enhance competency through knowledge sharing and to guide the career planning and development process. The SAC Technology Center provides technical support to the assets through various projects, including technology deployment, static and dynamic modeling, reservoir management and drilling and completions technology. A key objective in all of the Technology Center projects is to provide opportunities for the young national talent to learn through enganement in ongoing projects. This paper highlights key components of the accelerated development program and technology transfer process implemented in Saudi Arabian Chevron by the Technology Center. With a structured and focused approach to the development of national talent, SAC feels it will be able to achieve effective and reliable transfer of the Chevron corporate culture and knowledge to meet the future human resource needs of the Company.
assignment, career development plan, chemical flooding methods, Chevron, competency assessment tool, competency model, development program, enhanced recovery, Horizon Program, knowledge management, mentee, mentor, mentoring, operation, performance management process, personnel competence, reservoir, SAC, SAGD, saudi arabian chevron, steam-assisted gravity drainage, Technology Center, thermal method, Upstream Oil & Gas, Workforce
Country:
- North America > United States (1.00)
- Asia > Middle East > Saudi Arabia (0.47)
- Asia > Middle East > Kuwait (0.29)
Oilfield Places:
- Asia > Middle East > Saudi Arabia > Saudi Arabia - Kuwait Neutral Zone ("Partitioned Zone") > Arabian Basin > Widyan Basin > Wafra Joint Operations Block > Wafra Field (0.99)
- Asia > Middle East > Kuwait > Saudi Arabia - Kuwait Neutral Zone ("Partitioned Zone") > Arabian Basin > Widyan Basin > Wafra Joint Operations Block > Wafra Field (0.99)
SPE Disciplines:
- Reservoir Description and Dynamics > Improved and Enhanced Recovery > Thermal methods (1.00)
- Management > Professionalism, Training, and Education > Personnel competence (1.00)
- Management > Professionalism, Training, and Education > Communities of practice (1.00)
- (2 more...)
Technology:
- Information Technology > Knowledge Management (0.66)
- Information Technology > Communications > Collaboration (0.34)
Summary With reserves becoming more difficult to find and produce, oil and gas companies face a growing challenge to keep staff technically current. As the industry loses massive technical knowledge over the next 5–8 years because of retirement, younger staff will need to develop more quickly. Graduates from Russian universities in particular will need a variety of training, development, and motivational programs to enable them to develop globally competitive competencies. Traditional Russian culture and educational methods can hinder establishment of necessary developmental programs. Realizing that its technical capabilities were insufficient to deliver aggressive business goals, one large Russian company set out to change its approach. The Comprehensive Staff Development System (CSDS) it implemented differed greatly from Soviet-style efforts, which tend to be largely theoretical. Targeting more than 15,000 technical specialists and managers organized in 16 disciplines, the CSDS blended the efforts of functional, human-resources (HR), and operating departments. The CSDS covers technical specialists from the day they join the company until they retire or leave. University graduates can enter a Young Specialist program for 3 years, participate in a Pathways program for another 7 years, and then spend their professional career in the Technical Excellence program. Each program addresses different development needs. Overall, the CSDS aims to accelerate the creation of fully independent specialists and also spread knowledge and competence internally. Experts advance a technical career ladder, with appropriate reward and recognition paralleling that of management. A custom-designed Technical Team Leader program provides support for those who branched out into technical management. Designed primarily to keep technical competencies up-to-date, the CSDS also guides access to leadership; health, safety, and environment (HSE); and regulatory training. The system outlines competency requirements for various positions, competency-assessment methods, formal-training expectations, informal-training and distance-learning options, available knowledge-management systems (KMSs), communities-of-practice (CoP) options, mentoring and coaching opportunities, discipline career atlases, and the personal-development-plan (PDP) tool. The system is jointly owned by discipline leaders and HR. Discipline leaders and their staff-development networks ensure that programs target business needs, and contain high-quality and pertinent content. HR administers much of the process and brings professionalism in education methodology. Both parties work to make sure that the discipline as a whole is able to satisfy the professional challenges of the company. Western concepts influenced the design of the system, which was developed at relatively low cost by use of largely in-house expertise. Among the impediments to implementation, cultural resistance at many levels was the most difficult to overcome. Strong management support and a long-term view were critical to successful change.
assessment, comprehensive staff-development system, cSd, educational setting, Exhibition, Innovator, july 2014, knowledge management, personnel competence, Reservoir Management, Russia, SPE economics, spe economics & management, Specialist, technical competence advancement, technical specialist, tnk-bp technology magazine, University, Upstream Oil & Gas
Country:
- North America > United States (1.00)
- Asia > Russia (0.95)
- Europe (0.71)
Genre:
- Instructional Material (0.68)
- Overview (0.46)
Oilfield Places: Asia > Russia > Ural Federal District > Khanty-Mansi Autonomous Okrug > West Siberian Basin > Central Basin > Samotlorskoye Field (0.99)
SPE Disciplines:
- Management > Professionalism, Training, and Education > Personnel competence (1.00)
- Management > Professionalism, Training, and Education > Communities of practice (1.00)
- Health, Safety, Environment & Sustainability (1.00)
- Data Science & Engineering Analytics > Information Management and Systems > Knowledge management (1.00)
Technology:
- Information Technology > Knowledge Management (1.00)
- Information Technology > Communications > Collaboration (0.48)
- Information Technology > Enterprise Applications > Human Resources > Learning Management (0.34)
Abstract With reserves becoming more difficult to find and produce, oil and gas companies face a growing challenge to keep staff technically current. As industry loses massive technical knowledge over the next 5-8 years due to retirement, younger staff will need to develop more quickly. Graduates from Russian universities in particular will need a variety of training, development, and motivational programs to enable them to develop globally competitive competencies. Traditional Russian culture and educational methods can hinder establishment of necessary developmental programs. Realizing that its technical capabilities were insufficient to deliver aggressive business goals, one large Russian company set out to change its approach. The Comprehensive Staff Development System (CSDS) it implemented differed greatly from Soviet-style efforts, which tend to be largely theoretical. Targeting more than 15,000 technical specialists and managers organized in 16 disciplines, the CSDS blended the efforts of Functional, Human Resource, and Operating Departments. The CSDS covers technical specialists from the day they join the company until they retire or leave. Graduates from University can enter a Young Specialist program for three years, participate in a Pathways program for another seven, and then spend their professional career in the Technical Excellence program. Each program addresses different development needs. Overall, the CSDS aims to accelerate the creation of fully independent specialists, while spreading knowledge and competence internally. Experts advance a technical career ladder, with appropriate reward and recognition paralleling that of management. A custom-designed Technical Team Leader program provides support for those who branched out into technical management. Designed primarily to keep technical competencies up-to-date, the CSDS also guides access to leadership, HSE, and regulatory training. The system outlines competency requirements for various positions, competency assessment methods, formal training expectations, informal training and distance learning options, available Knowledge Management Systems, Communities of Practice options, mentoring and coaching opportunities, discipline career atlases, and the Personal Development Plan tool. The system is jointly owned by Discipline Leaders and Human Resources. Discipline Leaders and their Staff Development Networks ensure that programs target business needs, and contain high quality and pertinent content. Human Resources administer much of the process and bring professionalism in education methodology. Both parties work to make sure that the discipline as a whole is able to satisfy the professional challenges of the company. Western concepts influenced the design of the system, which was developed at relatively low cost using largely in-house expertise. Among the impediments to implementation, cultural resistance at many levels was the most difficult to overcome. Strong management support and a long term view were critical to successful change.
assessment, competency, comprehensive staff development system, educational setting, information, Innovator, knowledge management, knowledge management system, personal development plan tool, personnel competence, Petroleum Engineer, Reservoir Management, Russia, spe 166338, Specialist, technical competence advancement, technical specialist, tnk-bp technology magazine, Upstream Oil & Gas
Country:
- North America > United States (1.00)
- Asia > Russia (0.95)
Oilfield Places: Asia > Russia > Ural Federal District > Khanty-Mansi Autonomous Okrug > West Siberian Basin > Central Basin > Samotlorskoye Field (0.99)
SPE Disciplines:
- Management > Professionalism, Training, and Education > Personnel competence (1.00)
- Management > Professionalism, Training, and Education > Communities of practice (1.00)
- Data Science & Engineering Analytics > Information Management and Systems > Knowledge management (1.00)
Technology:
- Information Technology > Knowledge Management (1.00)
- Information Technology > Communications > Collaboration (0.49)
- Information Technology > Enterprise Applications > Human Resources > Learning Management (0.35)
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