A new basic training program for producing operations personnel was begun in Shell's Offshore Division in early 1972. The reception of the program has been very favorable. Test results from each subject have indicated that knowledge gain is at a very high level. Indirect indicators such as attrition rates and morale look favorable, and it is believed that the new approach to training has contributed to these favorable trends. Expenditures for training in Shell's Offshore Division will probably exceed- $500, UOO in 1974 and the consensus is that the results will continue to be well worth it.
Advancing technology, the impact of increased environmental and safety considerations and regulations, rapid growth and high attrition rates are major contributing factors to the substantial problem of training offshore operating personnel. Historically, the Industry has relied heavily on the apprenticeship method. This approach alone cannot keep pace with modern developments of which a large share are technological. Technology has been providing improved more sophisticated equipment for conducting our operations more efficiently, with great sa fety of our people and greater protection of the environment. The new basic training program for offshore operating employees incorporates several unique features designed to both improve and accelerate training without becoming an inordinate burden on supervisory time or imparting field operations. The new basic training program is based on a curriculum designed by Shell utilizing over 50 slide/tape instruction programs developed primarily by Shell offshore producing operations staff. Selected programmed learning material is also used to augment the slide/tape media. This paper describes primarily the basic training program being used by Shell in its offshore producing operations, how the program was developed, the program curriculum and how it was implemented and is being monitored.
In late 1970 it became apparent in Shell's Offshore Division that an existing problem of providing qualified field personnel and especially Lease Operators was going to become acute if steps were not taken to accelerate personnel development. The apprenticeship method of training, so long the effective old standby, was not meeting the need. Two major contributing factors to this failure were (1) the rapid growth of offshore operations, and (2) a high attrition rate. Shell's offshore work force requirements increased significantly from the beginning of 1970 to the end of 1971. This coupled with a high termination rate contributed substantially to the failure of the apprenticeship method to provide training, especially basic training. The third major factor was the addition of much strange, new, complex sophisticated equipment from the technological advances being made to improve efficiency and to provide greater safety for personnel and the environment. It was apparent that new approaches to training would be required in order to keep abreast and to reduce the potential for accidents.
