Over the next decade, attracting and retaining skilled workers will be one of the biggest challenges to oil and gas industry success. Talent management is a business strategy that organizations believe will enable them to retain their top talented employees and improve organization's performance. It is the process of effectively hiring the right talent, preparing them to take up top positions in future, assessing and managing their performance and also preventing them from leaving the organization. The performance of every organization depends on the performance of their employees. If the employees have unique competencies which the competitors cannot replicate, the organization automatically gains a competitive edge over its competitors. So, for managing this unique human capital, the organizations are focusing on creating effective systems and processes for talent management and the approaches to assessing current talent management efforts, identifying gaps and opportunities, and developing integrated action plans that is results-oriented and that can be aligned with each company's unique structure and long term goals. This paper highlights the positive relation between talent management and employee engagement, retention, value addition and improved organizational performance. The study reveals that there is positive association between these variables. This paper also verifies what the recent researchers thought about the positive impacts of talent management. The objectives of the study are to show the impact of Talent Management Techniques in the oil and gas industry on employee's engagement, motivation, loyalty, and performance.
The present paper has been divided into four sections. In the first part, the changes occurring in the business environment and in particular the challenges faced by the oil and gas industry have been discussed. The second section explores the concept and reviews the available literature on talent management (TM). On the basis of review of literature the factors of talent management were identified and objectives and hypotheses were formulated. In the third section research framework and research methodology finds mention. The fourth section is about results and discussions.
observations and conclusions are the harvest of different research methods used in the present study e.g. qualitative and quantitative surveys, interviews, workshops and discussion groups. Such methods are aiming at reaching verified and documented evidences of the actual findings derived from studying the impact of talent management on employees' performance and engagement.
Talent management has become a hot topic everywhere. Review of Literature will explore different definitions, approaches and point of views regarding the Talent Management concepts and techniques. The paper links between findings of literature review and actual results and observations related to current oil and gas companies
To drive optimal levels of success coupled with ensuring sustained increased levels of efficient work related performance deliverables, the Finance Directorate (FD) Leadership Team of Petroleum Development Oman (PDO) conceptualized determining sufficient numbers of high performing employees to ensure of this sustainment across Finance. To this end from a successful CP (Contracts and Procurement – in Finance) pilot of 2015, high performing talented FD staff were identified through the FD Integrated Talent Management (ITM), a successful tool that provides means of identifying, selecting, developing & retaining top talent within our predominantly Finance organization. These high competent candidates are developed with essential skills and further stretched henceforth holding uniquely valued company competencies.
The implementation of an end-to-end systematic approach where qualitative and in some parts quantitative data could now be determined to Plan, Assess, Develop, Mobilize & Retain our most talented employees. In summary, this methodology would ensure objective deep insights about employees, their goals & aspirations, strengths and weaknesses, abilities, likes and dislikes & what the flight risk of staff could entail. It would provide better investment decisions on where to steer employees towards learning and development. It would ensure developing of strategies to ensure retaining of employees through the possibility of more senior job opportunities, external assignments and even internal within PDO exposure to other directorates etc. henceforth ensuring a more committed engaged productive workforce.
In summary and as a result of the Hackett findings (an international external benchmarking report) which concluded in 2014 noting that PDO Finance with the ITM process in place is World Class, the ITM helped tremendously in understanding/assessing the Finance Directorate staff to enable more candid feedback, identify underperformers to provide support either through development and/or reassignment, define talent pools to provide more targeted development, develop better succession plans to define career paths and develop flight risk matrixes to proactively manage retention.
In effect employee engagement was significantly improved and further alignment of the PDO Leadership behaviours during the management of the ITM exercise was strengthened where staff were expected to demonstrate these as well as two other behaviours to improve performance and maximize potential and was/is paramount to facilitate organizational growth and business continuity. Furthermore understanding staffs’ potential & capabilities greatly improved the Finance Depts’ attrition rates to single digit percentage. Previous to this it had the alarmingly potential risk of attrition being and remaining in double digit numbers. The ITM’s effective systematic approach would enable us to deliver stretch business goals and world-class services for the immediate now and foreseeable long term future.
As a result not only of the ITM positioning of sowing the seeds for an efficient workplace with an open and honest environment being created, employees were assured of feeling like an asset to the company where expectations and goals of the company is clear to them and where opportunities to grow and learn is observed. The impact of this model safeguards knowing potential and the capacity of staff and staff are more comforted by knowing what the expectation of them over time is.
This paper presents Borouge experience in terms of The Competency assessment of critical positions program which has been developed based on best available practice and it will set Borouge competency strategy for Certification and assessment to uplift the performance and excel in HSE and Process Safety programs. Statement of Theory and Definitions: Borouge strives to be recognized as a leader for delivering the "Best in Class" HSE and Asset Integrity performance. Due to that we have come up some initiatives which is designed to enhance the HSE performance to prevent incidents. A Benchmarking study has been conducting to have overall look on how to improve Borouge Education and training system by first analyzing our own process, then finding better process among other comparable Processes.
Gamification of professional training is a new trend that focuses on promoting motivation, engagement and competition among training participants by integrating game elements into professional training. The lack of widespread adoption of gamification in training in oil and gas industry in spite of technical and technological advancements in other areas requires careful consideration.
A new course gamification process has been adopted to map professional course learning requirements into game objectives, course modules into levels and policies into game rules. An individual scoring mechanism through the notation of experience gained (XP) with ranking leadership board has been used. In each course module or game level, the participants are challenged to solve timed scenario-based puzzles with increasing level of difficulty. The participant who solves a puzzle will score gained experience points that is recorded in the leadership board. These scenario-based puzzles are derived from real-world situations that participants may face doing their jobs. These puzzles or quests promote inductive and deductive reasoning and ensure effective interactive learning experience. In addition, the training participants, as decision makers, were given the opportunity to design the last stage or module of the course using a survey to collect their feedback.
The approach has been adopted in the material of one petrophysical software application training. The course participants showed a great engagement and interaction with more than 90% agreement about the effectiveness of the approach. Clearly, the gamification of the course must not interfere with linearly progressive delivery of the material. The courses adopted a balanced approach to avoid the deviation from the initial overall educational objective. This experience supports the introduction of more sophisticated and advanced gamification mechanisms such as in-application automatic grading mechanism and the use of Augmented Reality (AR).
Dashti, Qasem (Kuwait Oil Company) | Moosa, M.H. (Schlumberger) | Erdman, M. (Shell Kuwait Exploration & Production) | Jensen, P. (Shell Kuwait Exploration & Production) | Olusegun, Kolawole (Kuwait Oil Company) | Al-Qadeeri, Bashar (Kuwait Oil Company) | Dhote, Prashant (Kuwait Oil Company)
Kuwait Oil Company (KOC) is going through many new challenging projects that aim to increase its hydrocarbons production capacity by 70%. The North Kuwait Jurassic Gas Fields project is one of the key projects with unique challenges from the subsurface complex and challenging characteristics of deep reservoirs, high pressure high temperature (HPHT), high in H2S and CO2 concentration-to the design, construction and operating of surface facilities. The Gas Field Development (GFD) group was established in 2007 to manage and accomplish KOC’s desired objectives from the NKJ Gas Fields project. The new group had to recruit manpower and build the required technical skills to address the unique challenges. End of 2010, KOC-GFD entered into an Enhanced Technical Service Agreement (ETSA) with Shell in order to benefit from the International Oil Company (IOC) expertise. One of ETSA objectives is to develop local KOC staff through Knowledge Transfer, whereas challenge was more than 60% of the total GFD population were juniors, i.e. less than 4 years of experience.
The need to fast track the development of the new recruited staff was identified by the management as a critical key element to overcome the project complex challenges. The development of a new approach for staff development using the best of both worlds’ i.e. building on KOC’s training programs and supplementing with Shell Jurassic ETSA Knowledge Transfer resulted in the creation of the Technical Competence Ladder, TCL, framework for all GFD staff in 2017. This technical paper will describe how the Jurassic ETSA Knowledge Transfer progressed over the course of the contract; connected with GFD business objectives; used key methodologies for successful application in the day-to-day activities; promoted a performance-based learning environment; used critical resources with clear accountabilities; was monitored and measured continually; Implemented with structured approached.
progressed over the course of the contract;
connected with GFD business objectives;
used key methodologies for successful application in the day-to-day activities;
promoted a performance-based learning environment;
used critical resources with clear accountabilities;
was monitored and measured continually;
Implemented with structured approached.
The results include the development of Structure and detailed competence skills development program for main subsurface disciplines like: Reservoir Engineering, Petrophysics, Geosciences, & Petroleum Engineering. Each main discipline includes number of specialization and focused sub-programs. The TCL program was implemented, and the Knowledge Transfer are proven. The progress of junior staff competences has been tracked and measured over the years; the creation of motivated and competent workforce has resulted in improved performance and increased team productivity. The overall results reduced ‘existing’ competency gaps within the company, enhanced communication between junior and senior staff, improved staff confidence and work performance. Key examples of success will illustrate the points covered in the technical paper.
One of the goals cherished by modern organizations is gender balance, as a proven way to enhance productivity, boost the motivation of employees and enrich the leadership pipelines of internal succession plans. The energy sector follows closely this trend, inclusive of major organizations of operations and services, especially in Oil and Gas. And in no other region of the world this is now more visible than in the Middle East, one of the most active and traditionally leading and strategic regions in the segment. This paper summarizes what factors were fundamental for the very visible blooming of the female leadership, particularly in the oil and gas sectorin the Gulf Cooperation Council GCC countries. Certainly, middle-eastern women do not account yet for a large or representative number inthe highest roles of private or National Oil Companiesof their countries, but things are rapidly changing, and the blooming is real.
A comparison of key elements considered diagnostic about the empowerment of women, like female workforce percentages, gender gap indexes, and representation of women in leadership roles in oil and gas are herein analyzed for the GCC, comparing those with figures of other regions of the World. Other indicators were included in the analysis, which proved to be key for developing women's leadership, in particular, communication strategies, empowering plans, training, active and visible endorsement of top leaders and other strategies of governmental agencies and corporations. Definitively, the Middle East, and particularly the GCC countries, in which our study is centered, have boldly address cultural issues and traditional barriers, to produce step-changes that are quickly transforming the oil and organizations in all countries of the region. A forecast of opportunities for women's leadership in the upstream and downstream sectors of the oil industry in the future is proposed, in a story of learned best practices worth sharing.
The paper includes a summary of the standing and utilization of social media channels by main organizations in oil and gas. A frame of the current trends analyzed resulted in the identification of the organizations more successful in the utilization of these key channels, so relevant for the general audiences and the new generations. Some unexpected findingsshaped our conclusions about strategies instrumental for step-changes needed in political or cultural settings that may be challenging for boosting women's empowerment.
This paper discusses career development essentials for young E&P technical professionals to realize and use for career planning. By dividing the professional life of the E&P professional into the early-career, mid-career and late-career stages, each spanning about twelve years, the author discusses career development essentials and their benefits in each stage. In the early-career stage, essentials include understanding the corporate culture, developing technical depth and breadth and developing good interpersonal team skills. In the mid-career stage, essentials include developing leadership skills, moving out of one's comfort zone, mastering cross discipline competency and developing a strong professional network. In the late-career stage, essential include anticipating future trends, leveraging one's strength and experience, developing others and leaving a legacy.
Roughneck Camp is one of the legacy events established by the Emerging Leaders Program (ELP) of the SPE Gulf Coast Section. Roughneck Camp invites "new" technical professionals (engineers, geologists, geophysicists, et al.) in the Houston area to network and learn about the benefits SPE has to offer young members. The program is designed to assist students entering the work force in transferring their active participation from their SPE student chapter to their local industry SPE chapter. Participants include summer interns and new graduates with fewer than 5 years of experience. It is a fun-filled afternoon, beginning with an icebreaker and introductions to active SPE members.
When responding to questions about training received while employed, there was high enthusiasm for combining training exercises with work responsibilities. Attending training that directly relates to one's current work assignments is optimum. Off-site classes are preferred because they present fewer distractions from work assignments, but disadvantages include additional travel costs and time away from family responsibilities. Mentoring is important to career development, whether through formal assigned mentoring programs or informal "as needed" mentoring. In many cases, the engineer and supervisor work together to establish training curriculum.
The agenda focused on career management, interpersonal skills, and engineering topics and hosted a dynamic lineup of speakers, presenters, and discussion leaders for an audience of 41 attendees. William M. Griffin of El Paso Production Co. opened the conference with a talk titled "Lessons Learned--Career Guidance in a Growth Environment." Griffin discussed the importance of integrity, work ethic, attitude, interpersonal skills, and competency as they relate to young professionals in the industry. Further insight was provided on the topic of skills in career development by George King of BP and Todd Montgomery of Anadarko Petroleum, who made presentations illustrating specific skill sets and attributes for young engineers looking for career advancement opportunities. The EEC Interpersonal Skills Sessions featured Bridget Mueller of the U. of Houston in a talk titled "Attitude vs. Aptitude: Primed for Promotion" and Walt Palen of BP on the topic of "Knowledge Management."